2. Track 6: 'Reality First' voor een maximaal effectieve architectuurbijdrage Portfolio 1. Gerard van Draanen 5. Mark Hissink Muller Landschap Resultaat Project Architect Oplossing Outsourcing 2. Anton van Weel 4. Carola Lilienthal 3. Ilja Heitlager
3. Hoe ontwikkel je een IT dienstverleningvoorbedrijfskritischeapplicaties in eenketen van diverse (geoutsourcede) partijenwaarklanttevredenheidcentraalstaat? Probleemstelling
9. Mission Critical Applicaties Generic Critical applications Costs vs Risks Generic Standardisation / scale Cost vs. user acceptance Low integration with core business Location independent Escalation based decision making End user focus Low EBIT impact Critical applications Integration / specialists Cost vs. business risk High integration with core business High availability/connectivity Real time decision making Business focus High EBIT impact
10. Paradox van schaal Generic Critical applications Costs vs Risks Model A Model B 1st line Partner Partner Partner Customer team Customer team Customer team 2nd line Architecture / Solution Design Method Service / Project management Quality Control / Self Assessment 3rd line Partner Monitoring / Event management Datacenter / Network Voorvitaleapplicatiesgeldt, voor Model A, de wet van de verminderdemeeropbrengst. Model B zetspecialisten, die maximale context van de omgevingenhebben, aan het front.
11. Service organisatie en integratie Application infrastructure SchubergPhilis team Customer Technical application engineers Critical application Front office Middleware Customer functional application management Web application engineers Service integration Databases Generic services CustomerOperationsManager Operating systems System engineers Back office services Security engineers Systems Mid office services Storage End-to-end networking Network engineers Datacenter Facility team
12. Mission Critical Outsourcing Business FunctioneelBeheer FunctioneelBeheer FunctioneelBeheer ApplicatieBeheer ApplicatieBeheer Applicatie Development KA/Desktop MCO Netwerk Datacenter
13. IT is geen commodity, elke business heefteeneigenoplossingnodig Eigen Klanten Team, Eigen Infrastructuur Alle disciplines in een team Waardeer de persoonlijkerelatie Standaardisatie op (architectuur) aanpak, niet op technologie Oplosrichting,Context/Complexiteit
14. Integraleaanpak Classic approach Project hands over to the operations team Plan Support Run Build Potential conflict Potential conflict Potential conflict New approach Integral team responsible from pre-sales till design and build till daily management of the acceptance-, test and production environments (full context) Plan Build Run Support Clear expectation management Beheerwat je bouwtgeeftmaximale context
15. Raamwerk Het team ontwikkeltzelf de oplossing en maaktoptiesbeslisbaarvoorklant
34. Solutions, therefore, are tailored to each customer.Source: Sharma, Lucier and Molloy (Booz Allen Hamilton)Solution driven Commercial Focus Activity driven Business Outcome IT Outcome Outcome Source: EquaTerra / Giarte Outsourcing Performance 2008
