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Lesson 7

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as Prentice Hall

Chapter 19

The target architecture continuously evolves, so the technology roadmap must be an ongoing process.

Technology has many masters, such as vendors, standards-setting boards, and trading partners.

Unexpected roadblocks may occur.

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Without it companies run the risk of making sub-optimal technology decisions. “Plans are nothing, planning is everything”. The planning process tells an organization what they did where, where they failed, and how to improve. A technology roadmap limits the range of technology decisions.

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A technology roadmap is the collective vision of the opportunities for technology to serve a business.

A technology roadmap is a mechanism for the identification, justification, planned evolution, and orchestration of technology to enhance business performance.

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Achieves business goals by identifying the gap between the business plan and the current technological environment. Reduces complexity by reducing the number and variety of technological choices. Enhances interoperability of business functionality across lines of business.

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Increases flexibility Increases speed of implementation through common standards, methodologies and technology platforms. Preserves investments in new and existing systems by basing them on long-term considerations. Responds to market changes by building from an established framework.

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Focuses IT investment dollars Simplifies the response to new legislation Reduces difficulties associated with deployment of new technologies by utilizing fewer technologies, common platforms, and similar development approaches

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Provides a common design point that facilitates end-to-end integration of reusable components and applications.

Builds a consistent and cohesive technology base that can create a critical mass of skills dedicated to select technologies.

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Provides the ability to move forward in planned phases by providing an orderly evolution of each technology through a life cycle approach Consolidates global solutions by synchronizing local technologies into the global roadmap Lowers the cost of development and maintenance by increasing reusability of components

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Seven Important Activities are derived from the Gap between the Current Technology and the Business Plan: 1. Guiding Principles 2. Assess Current Technology 3. Analyze Gap 4. Evaluate Technology Landscape 5. Describe Future Technology 6. Outline Migration Strategy 7. Establish Governance

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Figure 19.1

Establish a statement of the role and purpose of technology within the business. Define how technology supports the business. Define the overall type of technology support to be delivered with a sense of performance.

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Establish investment boundaries. “We will invest in technology at a rate necessary to sustain our business growth” Outline the role of technology for the organization. “We will adopt a ‘fast follower’ strategy, aggressively adopting proven, architecturally compliant technologies.”

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Outline the role of technology within the industry. “Technology is a core business competency.” Reinforce the role of standards. “All components will adhere to open industry standards.”

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Specify the role of support. “We will assist employees with technology problems that occur via call centers, desktop support, self-help, and/or service- level agreements.” Outline development preference. “We will buy first, build second.”

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Establish expectations. “Service levels and availability are outlined for all production systems.” Adherence to regulatory standards. “We will be security and privacy compliant.” Specify timeframe. “The ‘future’ in our technology roadmap has a three-to-five- year horizon.”

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Outline the current technologies and their state. At a minimum indentify the business process area, vendor, level of support, dependencies, criticality, and life cycle. Assign a technology owner who is responsible for each technology domain including acquisition, maintenance, vendor relationship management, training, and documentation.

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Perform a gap analysis between the current technology and what is needed. Identify the required technology. Build technology in anticipation of business change and growth. Bridge the gap between business being driven by innovation and growth and IT benefits being derived from standards and reusability.

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Firms must invest in R & D to keep abreast of new technologies. The size of this investment should be driven by how critical IT is to the business. The roadmap should articulate how large this investment will be, how it will be enacted, who is responsible, and provide guidelines to assist this initiative.

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Describe the technologies to be adopted in the future. The roadmap should include the logic that was used to recommend these technologies to permit constructive input from business managers to challenge these recommendations. The roadmap should include all assumptions.

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Outline a Migration Strategy to get from the current technology to the future technology platform. Two common strategies are the gradual evolution and the big-bang. A major challenge is to assign priorities to technology components that need to be changed.

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Define an established process to determine who is responsible for creating/updating the technology roadmap and who approves changes to the roadmap. Distinguish between strategic architecture governance and tactical architecture governance.

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1. Be bold and innovative when planning the roadmap.

2. Align technology with the business. 3. Secure support for the roadmap. 4. Don’t forget the people. 5. Control, measure, and communicate

progress.

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Migrate from production-centric to process-centric applications architecture using service-based architecture. Deploy component-based applications to minimize costs. Utilize components based on industry standards. Utilize middleware to minimize application changes.

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The purpose of the technology roadmap is to guide the development of technology in an organization.

The technology roadmap communicates the role that technology will play in advancing business goals.

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Chapter 20

Past: SD involved creating customized software applications for an individual organization.

Today: SD still means custom building but development also includes selecting, implementing, and integrating packaged software solutions, smaller reusable software components across a variety of platforms with a variety of development tools.

The same (and sometimes more complex) problems!!

Development projects are still perceived to take too long, cost too much and deliver limited business value (Korzaan 2009).

SD success rates shows that only 32% were successful (e.g., on time, on budget, and with the required features and functions), while 44% were not (Standish Group 2010).

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SD continues to be plagued by the challenge of measuring “productivity.”

“We are still expected to deliver business value with increasing speed and efficiency.”

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1. Adopting new development approaches:

 Agile - incorporate flexibility into SD; incremental design, iterative, spiral.

 Composition – SD becomes process orchestration, combining various software components into an application container.

 Integration – acquiring packaged software from the cloud (e.g., software-as-a-service) and integrate it into processes.

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2. Enhancing the waterfall methodology:  The waterfall method is still considered the

most practical for large SD projects because of the engineering principles.

 The “maturity” of traditional SD processes have been improved by using Capability Maturity Model Integration (CMMI) to move to a more managed and standardize results.

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3. Improved governance:  Some organizations started to adopt governance

mechanisms based on economic disciplines that

accept uncertainties involved in SD and adapt and

steer projects through the risks, variances, and

moving targets involved (Royce 200).

 Compliance with all legislation and regulations has

become a further significant governance issue for all

systems initiatives.

 Governance ensures productivity in SD

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4. Changing resourcing strategies:

 The use of contractors and outsourced

developers to supplement in-house

development continuously grows.

 The globally dispersed development requires

new internal business, technical and data

architecture, business analysis, and project

management skills.

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Business involvement – Business leaders still pay only lip service to their responsibilities. Business users need more engagement in every aspect of the SD process (e.g., governance, analysis, testing, change management).

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Analysis– can be an obstacle to productivity and effectiveness by failing to:

 Clearly define the scope of the project.

 Understand the dependencies between projects.

 Identify the changes.

 Gather good system requirements.

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Testing– takes between 20 and 40 percent of development effort and resources. Frequent delays occur in the process, usually by the quality assurance and business user groups due to the lack of a holistic view of the business as a whole.

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No a single SD approach fits all - the ongoing challenge is to find the right balance between structure and consistency and speed and flexibility.

Poor communication - between IT and business tends to create misunderstanding and conflicts that can inhibit projects.

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1. Optimize the bigger picture

2. Adopt more flexible processes

3. Reduce complexity

4. Enhance success metrics

5. Create a smarter development environment

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Optimize the bigger picture – SD should be seen as only one part of an overall business and technical effort to deliver value to the enterprise.

 IT and business strategy must be closely aligned.

 All aspects of earlier stages of SD need to be reassessed and streamlined.

 Resource management and sourcing strategies must be developed.

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Adopt more flexible processes - “just enough” waterfall development methodology should be the goal. Organizations have developed tailoring tools that helps determine the levels of oversight and control according to the level of risk involved.

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Reduce complexity – Standardization wherever possible reduces complexity and makes development more straightforward. “Multiple technologies, platforms, languages and tools mean more complex software engineering.” (said one manager)

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Enhance success metrics – Metrics for SD should be design to accomplish four goals and used selectively for different audiences:

 Increase buy-in

 Promote desired behavior

 Educate perceptions

 Monitor performance

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Create a smarter development environment – Collaboration and knowledge sharing initiatives (e.g., knowledge repositories, document-sharing software, communities of practice) facilitate relationship building, and ensure there is a single version of the “truth” available to everyone on a project team.

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Look for and address bottlenecks

Focus on outcomes

Clarify roles and responsibilities

Simplify the development environment

Simplify testing

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SD is still a very complex process and organizations’ ongoing challenge to overcome the dilemma of development productivity. SD process improvements are more likely to result from persistent and iterative analysis of what works and what doesn’t in each particular context.

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Chapter 21

The amount of information today is overwhelming. The average knowledge worker spends more than one quarter of their day searching for information. (Kontzer,2003) Information has considerable value. Good information management practices + excellent Systems yields strong financial performance. (Kettinger and Marchand 2011)

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Information embedded in workflows is valuable. Transforming tacit knowledge into explicit knowledge results in structural capital. Financial accountability legislation has driven the need for greater information integrity. New technologies create new information opportunities and at the same time, new business opportunities.

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More Efficient Business Operations – Dashboards combine transaction, process and supply-chain metrics to give a more detailed view of operations.

Dashboards provide drill-down, highlight problem areas and integrate information from several systems.

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Mobile and E-Business – Forced organizations to resolve internal data inconsistencies, identify information gaps, and deal with inadequate information offerings.

The Web has enabled more efficient transactions, expanded supply chains, and offer new services.

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Internal Self-Service –is driving a complete reanalysis of what information is collected and how it is presented, navigated, and used internally.

“Portals and online self-service make administrative problem areas more visible. They also force managers to simplify policies and procedures.”

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Unstructured Information Delivery – records management, library management and document management have caused a convergence of structured and unstructured information.

IT must now develop taxonomies, navigation, and access methods for unstructured information and integration into work processes delivered where needed.

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Business Intelligence – Includes both data mining and external competitor information.

Data mining requires IT to understand the context of how information will be used.

Data Warehouse technologies are a key to supporting this environment.

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Behavior Change – Increasing more sophisticated metrics and scorecards are used to measure corporate performance.

People pay attention to what is measured.

Highlighting key information helps staff focus.

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Careful attention to the social and behavioral dimensions of how work is done.

Information integration is a challenge, mostly for global enterprises and large organizations with strategic alliances.

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Political judgment

Information analysis

Workflow analysis

Information access

Business rules for information use

Usability

Information navigation

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Data custodianship

Storage

Integration

Presentation

Security

Administration

Personalization and multilingual presentations

Document indexing and searching

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Unstructured content management and workflow

Network and server infrastructure for information hosting/staging

Team collaboration software

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Figure 21.1 The Information Management Lifecycle

Capture – Includes all activities in identifying information for possible use.

May include digitizing documents.

Will require capturing external business intelligence information.

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Organize – Involves indexing, classifying and linking sources together.

Involves taxonomy creation (systematic categorization by keyword or term).

Facilitates ease of access.

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Process – Leverages the value of information using new information- delivery technologies.

Involves analyzing vast amounts of information into structural capital that is valued by businesspeople.

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Maintain – All information must be assessed as to its meeting the business needs.

Standards and principles must be established for information retention, preservation, and disposal.

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Approach information delivery as an iterative development project. No one gets it right the first time.

Separate data from function to create greater flexibility.

Buy data models and enhance them. This will save many person-years of effort.

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Use middleware to translate data from one system to another. This is especially true for companies using multiple packaged systems with their own embedded data models.

Evolve towards a real-time single-source customer information file. This will support privacy and ease new integrated product and service offerings.

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Design information delivery from the end user (whether external customer, employee, or supplier) backward. This substantially reduces internal in-fighting and focuses attention on what is really important.

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The Internet of things – This includes the ability to track and remotely monitor a product at any point in time (e.g., radio frequency identification (RFID) and wireless communications). This massive influx of information will create challenges in the coming decade.

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Network-centric Operations – It will soon be possible to collect, create, distribute, and exploit information across any platform. This will be enabled by: - Sensor grids - High quality information - Value-added command and control

processes

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Self-synchronizing Systems – Information will support self- synchronization of complex work activities without management intervention.

Feedback Loops – Feedback mechanisms will requires new metrics for factors such as transparency, information sharing, and trust.

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Informal Information Management – Information delivery mechanisms of the future will look to organize and leverage informal information kept by knowledge workers.

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It is only recently that businesses have discovered the power and potential of information within the IT community. New technologies and channels make it possible to access information cheaply and easily. Information is being used to drive different types of value in the organization.

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