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SHARING VISION

Sesi 3 Enterprise Information Architecture
ENTERPRISE INFORMATION ARCHITECTURE

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SHARING VISION

ENTERPRISE INFORMATION ARCHITECTURE

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• This business intelligence software easily allows you to execute strategy. improve business processes. 100% web-based Executive Information System (EIS) that allows managers to easily monitor key performance indicators (KPI) for improved performance and accountability.SHARING VISION Executive Dashboard • Executive Dashboard is an intuitive. ENTERPRISE INFORMATION ARCHITECTURE 3 . gain credibility in the marketplace and realize corporate performance management.

SHARING VISION Executive Dashboard Display ENTERPRISE INFORMATION ARCHITECTURE 4 .

SHARING VISION Executive Dashboard Display ENTERPRISE INFORMATION ARCHITECTURE 5 .

SHARING VISION How Executive Dashboard could come to reality? Executive Dashboard Information Center Information Center Data Mining. Web Technology Enterprise Applications Enterprise Information System Enterprise Information System 6 ENTERPRISE INFORMATION ARCHITECTURE . Data warehouse.

SHARING VISION How Executive Dashboard could come to reality? Executive Dashboard Information Center Information Center Business Business Enterprise Information System Enterprise Information System Enterprise Enterprise Information Information Architecture Architecture 7 ENTERPRISE INFORMATION ARCHITECTURE .

enterprise application architecture and enterprise technical architecture results in enterprise information architecture.SHARING VISION Enterprise Information Architecture • Linking an enterprise™ strategic plan with its enterprise data architecture. ENTERPRISE INFORMATION ARCHITECTURE 8 .

0) NCR Enterprise Architecture Framework • ISO Reference Model for Open Distributed Processing (RMODP) SPIRIT Platform Blueprint Technical Architecture Framework for Information Management (TAFIM) TOGAF Zachman Framework IT Architecture Toolkit Enterprise Information Architecture • • • • • • ENTERPRISE INFORMATION ARCHITECTURE 9 .SHARING VISION Enterprise Architecture (IT Architecture) • • • • • • The C4ISR Architecture Framework Common Object Request Broker Architecture (CORBA) Practical Guide to Federal Enterprise Architecture Federal Enterprise Architecture Framework (FEAF) ISO/IEC 14252 (IEEE Std 1003.

SHARING VISION John Zachman • Beberapa sumber menyatakan John Zachman (Zachman Framework) sebagai “bapak” dari IT Architecture ENTERPRISE INFORMATION ARCHITECTURE 10 .

SHARING VISION ENTERPRISE INFORMATION ARCHITECTURE 11 .

poor IT planning. The result: By the time the technology was fixed. ENTERPRISE INFORMATION ARCHITECTURE 12 . the business function was drastically downsized. The result: Funding was cut.SHARING VISION Here are some examples of what really happens when there is little or no IT planning. • A critical five-year enterprise database project was still struggling for acceptance because the project leadership focused almost entirely on new technology rather than trying to satisfy primary urgent business needs. and the new application was overkill. or unintegrated IT planning (1/2) • A four-year operational scheduling project did not make it into production because the technology plan was never synched up with the business and architecture plans.

The result: The project faces ongoing delays. The result: The project was cancelled. or unintegrated IT planning (2/2) • A major multiyear billing system overhaul began coding before the architecture was built and the platform selected. An overly intricate technical design was completed and building began without a negotiated agreement with interfacing functions and systems.SHARING VISION Here are some examples of what really happens when there is little or no IT planning. 13 ENTERPRISE INFORMATION ARCHITECTURE . • An extremely complex three-year enterprise sales and ordering system rewrite became mired in conflict. poor IT planning.

SHARING VISION Apa yang harus diperhatikan? • Business is involved in IT planning. and • IT plans drive application and data store development and technology selection. • IT plans capture and incorporate problem resolutions. • Diverse business needs and respective IT solutions resulting from business changes (e. ENTERPRISE INFORMATION ARCHITECTURE 14 . and the business objectives are clear to IT..g. resizing) are recognized. consolidations. • Conflicting goals of internal organizations surface and major problems can be cooperatively resolved. acquisitions.

created prototypes.SHARING VISION Case 1 Update an aging mainframe infrastructure and outdated operational methods.000 employees • A team of eight analysts/architects reporting to the business unit • An IT staff of about sixty Approach used • The architecture team initiated quarterly meetings with a large (more than 100 people) business user forum • The architects developed high-level current and target state business and architecture models. and reviewed them with the user forum • The architects created very detailed function and data descriptions • The technology selection was made by a separate organization What worked • The business users were very engaged in the process • The substance and scope of proposed infrastructure changes was very clear in the models and prototypes. Organizational profile • A customer service business unit with more than 30. and the business users both understood and supported the changes What did not work • The function and data descriptions were so detailed that the architects were "married" to the development organization there were not enough architects to also act as analysts and cover all the bases • The selected technology did not support the architecture. causing multiyear delays ENTERPRISE INFORMATION ARCHITECTURE 15 .

000 employees IT staff of SOO A small. Organizational profile • A customer service company of about 12. and technology models • The architects used the modeling outputs to build a very detailed architecture framework. create data and technology standards. part-time architecture team reporting to IT Approach used • Business unit representatives-marketing and operationsparticipated in the modeling team • The team created the IT business plan and developed highlevel process. construct the architecture.SHARING VISION Case 2 Migrate mission-critical application from mainframe to client/server architecture. data. and purchase hardware and software • The architecture team arranged for supporting training and managed IT recruiting • The IT organization established a team to manage standards and review compliance What worked • Business users could understand and buy into the process and data models • Developers could work from the detailed architecture models and technical standards ENTERPRISE INFORMATION ARCHITECTURE 16 .

including a set of very complex graphical models • The architects built a detailed three-year implementation roadmap with a list of almost 100 megaprojects What worked • The plan was very integrated and complete • The architects gained a tremendous breadth of crossenterprise knowledge. Organization profile • A very large consumer telephony organization • IT staff of more than 4000 • A cross-IT organization team of over twenty architects Approach used • The IT leadership represented the business needs • The architects developed a rigorous.SHARING VISION Case 3 Find a way to implement target architecture in a large business. detailed framework and content. and the knowledge was reusable What did not work • The business leadership did not understand the architecture • The IT leadership found the scope of the architecture threatening and an invasion of "turf" • The scope was self-defeating-too many projects ENTERPRISE INFORMATION ARCHITECTURE 17 .

Fewer members (seven) of the same cross-IT architecture tea Approach used • The architects connected with the business by participating * the formal business planning and funding process The architects developed a greatly simplified framework The architects developed high-level models for the business leaders and decomposed the models for developers The architects selected the top ten projects to propose and developed business metrics for each The architects developed and proposed a compliance process The basic architecture was unchanged. IT staff of about 4000. but significant time and energy were devoted to presenting key components of the architecture in a meaningful way to the business and IT leadership What worked • The business leadership understood the plan. • Linkage to the business planning/funding process was established and maintained What did not work • It took time for the compliance process to take root and become more formalized ENTERPRISE INFORMATION ARCHITECTURE 18 . Organization profile • The same very large consumer telephony organization. The IT leadership supported the plan • They all liked the slides and the metrics. The "top ten" was feasible • The project managers and developers understood the architecture • The team of architects "morphed" into an architecture council that met regularly to review development projects fo architecture compliance.SHARING VISION Case 4 Try again to find a way to implement target architecture in a large business.

business-oriented projects – The development and tracking of metrics for each project – The packaging or marketing of the architecture – Processes that support the architecture and the architects 19 ENTERPRISE INFORMATION ARCHITECTURE . effective ways – The translation of the architecture to a small set of well-scoped.SHARING VISION Critical Success Factors • In case the frameworks figure was not worth a thousand words. the following are what we have learned are the critical success factors for IT architecture: – A clear understanding of where the business is going versus where it is – An architecture scope that covers all the bases in the most simple.

SHARING VISION Related Environment: Software System Readiness Survey What determines that a software systems ready for production? Date-driven. may used acceptance testing techniques Planned testing is completed Test group decides Source: Quality Assurance Institute ENTERPRISE INFORMATION ARCHITECTURE 20 . when time is up software is released 16% 31% 26% 27% User decides.

Primarily because the software investment were not linked to change management initiative.SHARING VISION Related Environment: Gartner Survey on CRM Software 30% 70% of organizations that introduce expensive. comprehensive CRM software package cannot show results. 70% Fail Success Gartner Report 2002 ENTERPRISE INFORMATION ARCHITECTURE 21 .

sumber: Dimitri Mahayana & Budi Rahardjo 2005 ENTERPRISE INFORMATION ARCHITECTURE 22 .SHARING VISION Related Environment: Aset Informasi di Indonesia Lebih dari 90% perusahaan di Indonesia tidak memiliki klasifikasi aset informasi perusahaan.

Consistent Disciplined Project Risk 5%-10% ENTERPRISE INFORMATION ARCHITECTURE 23 .SHARING VISION Related Environment: Software Development: Five CMM Levels Productivity and Quality Change Management Defect Prevention Product and Process Quality Engineering Process Project Management Heroes 5 Optimizing 4 Managed 3 Defined 2 Repeatable 1 Initial Continuously Improving Predictable Standard.

SHARING VISION Connecting Strategy Map to EIA Productivity Strategy Financial Perspective Improve Cost Structure Increase Asset Utilization Long-Term Shareholder Value Growth Strategy Expand Revenue Opportunities Enhance Customer Value Customer Price Quality Customer Value Proposition Availability Selection Functionality Service Partnership Brand Image Perspective Product / Service Attributes Relationship Internal Perspective Operations Management Processes •Supply •Production •Distribution •Risk Management Customer Management Processes •Selection •Acquisition •Retention •Growth Innovation Processes •Opportunity UD •R&D Portfolio •Design/Develop •Launch Regulatory and Social Processes •Environment •Safety and Health •Employment •community Human Capital Learning and Growth Perspective Culture Information Capital Organization Capital Leadership Alignment Teamwork ENTERPRISE INFORMATION ARCHITECTURE 24 .

SHARING VISION From Corporate Strategy to IT Masterplan The Corporate Strategy The Corporate Strategy The Information Capital Current Current State State Target Target State State Masterplan Masterplan ENTERPRISE INFORMATION ARCHITECTURE 25 .

OK 2. New Development (Behind Schedule) 5. New Application Required (No Action) ENTERPRISE INFORMATION ARCHITECTURE Analytic Applications Transaction Processing Applications Technology infrastructure BPC WSS PRM IVR CTI 1 1 1 1 1 1 BPC OMS SFA WEB CTI 1 1 1 1 1 CPS CFS CRM 1 1 BPC PMS 1 1 1 1 1 1 26 . New Development (On Schedule) 4. Major Enhancements Required (No Action) 6. Minor Enhancement 3.SHARING VISION Information Capital States Operational Excellence Strategic Processes Minimize Problems Provide Rapid Response Customer Management Cross-sell the Product Line Provide Rapid Response Innovation Understand Customer Segments Provide Rapid Response Strategic Information Capital portfolio Transformational Applications Analytic Applications Transaction Processing Applications Technology infrastructure SQA ITS PRM WEB 2 6 2 3 BPC WSS PRM IVR 3 3 2 3 CPS ICF WEB CRM 3 BPC OMS SFA WEB 5 CPS CFS CRM 3 BPC PMS 2 2 3 2 6 4 3 2 2 2 Target State Operational Excellence Strategic Processes Minimize Problems Provide Rapid Response Current State Customer Management Cross-sell the Product Line Provide Rapid Response Innovation Understand Customer Segments Provide Rapid Response Strategic Information Capital portfolio Transformational Applications CSH SQA ITS PRM WEB CTI 1 1 1 1 1 1 PPM CPS ICF WEB CRM 1 1.

anytime.SHARING VISION Penutup • Executive dashboard memungkinkan pengambil keputusan dalam perusahaan dapat mengetahui status perusahaan dengan mudah dan mengambil tindakan segera untuk tetap mencapai tujuan perusahaan. Data-data yang tersedia dalam Executive Dashboard sangat tergantung dari Sistem Informasi Enterprise yang ada. anywhere. Kehandalan dan efektivitas SIstem Informasi Enterprise ditentukan oleh bagaimana itu direncanakan dengan baik (Enterprise Information Architecture) • • ENTERPRISE INFORMATION ARCHITECTURE 27 .

SHARING VISION terima kasih ! Merci bien Arigatoo Matur Nuwun Hatur Nuhun Matur se Kelangkong Syukron Kheili Mamnun Danke ENTERPRISE INFORMATION ARCHITECTURE 28 .