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El pilar de Business Technology Strategy trata el vínculo esencial entre el negocio y la tecnología, situando el arquitecto como el encargado de la estrategia tecnología. El pilar abarca áreas fundamentales como las metodologías de gestión estratégica, valoración de negocios, priorización de inversiones y análisis de requisitos y restricciones. En este seminario web, Pietro N. Romano explicará estos conceptos y nos mostrara como lo utiliza en su día a día.
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Business Technology Strategy
Pietro N. Romano
Services Delivery Executive, Cloud Vantage
Microsoft EMEA
IASA Skills Taxonomy
Fo
un
dati
on
Pilla
rs
Software
Architecture
Infrastructure
Architecture
Information
Architecture
Business
Architecture
Enterprise Architecture
Business Fundamentals
Strategy Rationalization and Development
Industry Analysis
Business Valuation
Investment Prioritization and Planning
Requirements Discovery and Constraints Analysis
Compliance
Business Architecture Methods & Tools
Decision Support
Knowledge Management
Agenda
Business Fundamentals
Business Fundamentals: Strategy
Business Fundamentals: Strategy
Business Fundamentals: Strategy
Year Author Work Description
1946 Peter Drucker Concepts of the Corporation Centralization and Goal Setting. External
Purpose
1962 Alfred Chandler Strategy and Structure Form follows purpose
1965 H. Igor Ansoff Corporate Strategy Detailed planning, positioning, resource
allocation
1973 Henry Mintzberg The Nature of Managerial Work Intuition, Face-To Face, seat-of-the-pants
1980 Michael Porter Competitive strategy: techniques
for analyzing industries…
Structural characteristics of the firm’s
industry. Generic Strategies
1982 Kenichi Ohmae The Mind of the Strategist Analysis, intuition and willpower
1990 Gary Hamel, C.K.
Prahalad
The Core Competence of the
Corporation
Resource view: distinctive skills,
technologies assets, learning ability
1996 Michael Porter What is Strategy? Emphasis on Differentiation
Business Fundamentals: Strategy
Plan
• As-Is
• To-Be
Ploy
• Specific
maneuvers
• Mid-course
Corrections
Pattern
• Consistency
in Behavior
through
Architectural
Styles and
Patterns
Position
• Environment
• Domain
Perspective
• Vision
• Values
• Philosophy:
architectural
principles
“A technology strategy is any plan that uses technology as
it’s central component in accomplishing a goal” IASA
Business Fundamentals: Portfolio Management
• Cash Cow: should they be milked?
• Stars: will turn into cows?
• Dog: put to sleep?
• Problem Child: give pocket money?
Source: Simply Strategy; Koch
Strategy Rationalization and Development
Industry Analysis
Business Fundamentals: Industry Analysis
Source: based
on
Competitive
Strategy,
Porter
Business Valuation
Business Valuation
Business Valuation: ROI
Source: Wikipedia
Business Valuation: The Applications Portfolio
Source: Benefits
Management: Delivering
Value from IS & IT
Investments”; Ward &
Daniel
Business Valuation: Benefits Dependency Networks
Source: Benefits
Management: Delivering
Value from IS & IT
Investments”; Ward &
Daniel
Business Valuation: Benefits Dependency Networks
Source: Benefits
Management: Delivering
Value from IS & IT
Investments”; Ward &
Daniel
• Enabling Technology - Technology or IT service to support the
change. If already known capture the start date, duration, risks, costs.
• Enabling Changes - Description of (temporary) project to implement
change.
• Business Change - Description of (permanent) business capability,
process or function to be created, do differently or stop doing to
achieve the benefit.
• Benefit - Description, type of benefit (financial to observable), value
to be delivered and when by.
• Objectives – where an investment is aimed. They are the agreed-
upon achievement targets that help address the drivers.
• Drivers - explain why an investment is being made. These are the
reasons that senior managers believe will have an impact on the
business , both internal and external
Investment Prioritization and Planning
Requirements Discovery and Constraints Analysis
Compliance
Business Architecture Methods & Tools
Business Architecture Methods & Tools
Source: TOGAF
Business Architecture Methods & Tools
Introductory Viewpoint
Source: Archimate 2
Business Architecture Methods & Tools
Business Process Co-
operation Viewpoint
Source: Archimate 2
Business Architecture Methods & Tools
Business Processes,
Organizations, and
Interactions
Source: Business
Modeling: A Practical
Guide to Realizing
Business Value,
Bridgeland, Zahavi
Decision Support
Decision Support
Decision Support: Risk
The last solutionCopyright Pietro N. Romano, 2009
“Risk management that simply
reacts to yesterday's news is not
risk management at all.”
Source: The Failure of Risk Management: Why It's
Broken and How to Fix It , Douglas W. Hubbard,
John Wiley & Sons © 2009
Decision Support: Risk
Id Condition / Type Consequence
s
Owner
Pro
bab
ilit
y
(0-1
)Im
pact
(1-1
0)
Exp
osu
re
(P x
I)
Mitigation /
Contingency
Plans
T1 Component X Doesn’t
Work…
/(Tech)
Cost and
Effort
increase
Steve 0,3 6 1,8 …
P1 Last time Stakeholder Y
stalled it
/(People)
Miss
deadlines
Julie 0,2 5 1 …
… .. … … … … … …
Key success factors
Begin with established risk categories: checklists from previous projects (own or industry experience)
Must be kept up to date: better something simple you update than complex you don’t keep up to date
Measure impact in something real: Measure expected impact, and real impact: allow us to learn
Prioritize: can’t act on 200 risks
Do something about it: mitigation actions, owners…
Knowledge Management
¿Preguntas? y Respuestas…
References (I)
• “Strategic XML”; Means, W. Scott; Sams, 2001
• “What is Strategy?”; M. Porter, Harvard Business Review (November-December 1996)
• “The Execution Premium, Linking Strategy to Operations for Competitive Advantage”; Robert S. Kaplan and David
P. Norton; Harvard Business Press, 2008
• “The Strategy Concept I: Five Ps For Strategy”; Henry Mintzberg, California Management Review, Fall 1987
• “Benefits Management: Delivering Value from IS & IT Investments”; John L. Ward; Elizabeth Daniel; John Wiley &
Sons; 2006
• “Can You Say What Your Strategy Is?”; D.Collins and M. Rukstad, Harvard Business Review, April 2008
• “The New Strategic Selling: The Unique Sales System Proven Successful by the World's Best Companies"; Miller, R,
Heiman, S. Business Plus, 2005
• “Strategy Maps: Converting Intangible Assets into Tangible Outcomes”; Robert S. Kaplan, David P. Norton; Harvard
Business Press; 2004
• “Enterprise Architecture as Strategy”; Jeanne Ross, Peter Weill, David Robertson; Harvard Business Press; 2006
References (II)
• Business Modeling: A Practical Guide to Realizing Business Value, David M. Bridgeland, Ron Zahavi, 2008
• IT Governance: How Top Performers Manage IT Decision Rights for Superior Results”; Peter Weill and Jeanne Ross;
Harvard Business School Press; 2004
• “Simply Strategy: The shortest route to the best strategy, Richard Koch; Peter Nieuwenhuizen; FT Press; 2009
• “IT Strategy Maps: A Tool For Strategic Alignment”; Craig Symons; Forester, 2005
• “Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant”; W. Chan Kim,
Renée Mauborgne; Harvard Business Press, 2005
• “App Savvy”; Ken Yarmosh; O'Reilly Media, Inc.; 2010
• “Enterprise Strategy: Strategy and Planning for Optimized Desktop”; ARC221@TR11 , Meo, Clayton, Gantenbein
• “A Business-Oriented Foundation for Service Orientation”; Ulrich Homann; http://msdn.microsoft.com/en-
us/library/aa479368.aspx; 2006
• The Failure of Risk Management: Why It's Broken and How to Fix It , Douglas W. Hubbard, John Wiley & Sons ©
2009
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