ICMG 2011 Enterprise and IT Architecture Excellence Award Application

1. Nomination Form
Architecture Excellence Awards 2011
Enterprise & IT
Architecture Excellence Awards
Presented by: Sukumar Daniel,
& Bandal Mahantesh
ITSM Transformation Initiative
Tesco Hindustan Service Center
Bangalore
8/8/2011 iCMG Architecture Excellence Awards

2. Overview
1. Name of the Architecture initiative in six words or less (e.g. “TOGAF initiative”, SOA implementation for
Sales and Distribution”:
Architecture Driven, IT Service Management, Transformation and Convergence Management
2. Name of the CIO/ Architecture Leader : Sridhar Ratnam - Director IT, Mark Cripsey - ITSM Transformation
Program Owner and Sukumar Daniel - ITSM Framework Architecture
3. Name of the Company: Tesco Hindustan Service Center
4. Address: 81 & 82 EPIP Area, Nallurhalli, Brooke Field, Chinnapanahalli, Karnataka 560066
5. Country: India
Contact Number: Sukumar Daniel, Office: 080 66588000 Ext: 86465 Mobile: : +919880212511, Bandal
Mahantesh, Office: 080 66588000 Extension: 080 7891 68553 Mobile:
6. Email ID: Sukumar.daniel@in.tesco.com Bandal.mahantesh@in.tesco.com
7. Industry (e.g. Banking, Telecom, Cement, etc) : Retail
8. Percentage of work completed at the time of submission: 75%
9. Anticipated date of completion: August 30th 2011
10. Photograph of the presenter (Preferably 150*150 .jpg/ .gif):
1. For which category of the award would you like to submit. Please put ticks against the categories you
would like to compete in.
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3. Architecture Excellence Awards
Technical categories
1. SOA Vision for Enterprise Services
2. Future IT (Web 2.0, Cloud and other emerging
technologies)
3. Open Source Technologies
4. IS Security Architecture
5. IT Service Management
Business categories
1. Startups
2. Growing business in new territory or new service offering
3. Customer Oriented Business Models
4. Business Intelligence and Analytics
5. Business Process Management
Enterprise (Business and IT) categories
1. Acquisition and Mergers
2. Transformation and Planning
3. IT Landscape Rationalization
4. Best Green Architecture
5. Architecture Governance
2. Describe your Architecture Initiative in detail. You may include models related to business process,
applications, components, deployment, data, people, network etc, along with descriptions. (No word
limit). You can attach the document.
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5. 3. What are the primary business drivers behind the practice of Enterprise or IT architecture in your
organization? What key problems has your Architecture practice solved for the company since its
inception and in the past year? For example: increased revenues/decreased spending/increased
productivity, improved customer satisfaction/retention, greater investment focus on key business
priorities, etc... (Please limit your response to less than 500 words and be quantitative. You can attach
diagrams/graphs here)
1. Strategic Drivers
a. Improve IT Service Delivery to Tesco IT Users.
b. Replace multiple ITSM tools with a BPM driven process management tool and
establish best practices (ITIL and ISO 20000).
c. Build a Tesco Operating Model that will first be adopted by the UK based Businesses
and then scaled up to a global model.
d. Build the People – Process – Tool – Partnership relationships and IT Service
management architectures required for establishing a converged global model and
for transitioning from multiple IT service provider entities into a single entity; with
most services, converged into and supported out of HSC Bangalore.
2. Operational Drivers
a. Transform Ways of working from managing technology to participating in a Service
Supply Chain on an end to end Basis.
b. Change the focus on meeting Service level Agreements to a focus on providing
effective resolutions within agreed timelines.
c. Embed the continual improvement cycle of PDCA in the DNA of the way staff
provide and support IT services to Tesco Customers
d. Uniform operating model across all service support groups, building portability and
flexibility for staff working in Tesco
3. Executive management Drivers
a. Provide transparency into the quality of IT Services provided to multiple business
groups across the Tesco landscape
b. Provide mechanisms to establish monitor and report on various performance
criteria required for effective IT service management.
c. Provide mechanisms to identify and mount Service Improvement Programs to
continually improve the effectiveness and quality of services provided to Tesco IT
users.
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6. 4. How has architecture addressed your business needs?
Who are the stakeholders of the architecture team and
how do you work with them? What deliverables has the
Architecture function produced and how are they used?
Are there specific solutions and technologies associated
with your Architecture practice? Were there any particular
approaches (BPM, SOA, cloud computing, etc.) that were
instrumental in accomplishing goals? (Please limit
response to less than 500 words)
How the architecture Addresses the business Needs
The Service Oriented Architecture applied the primary
principles of supply chain to the provisioning of IT Services.
The Transformation required to move from a Technology
Focus to a Service Focus was achieved by ensuring that
Service Views on an End to end Basis were Identified and
embedded in the BPM Software.
Roles, Responsibilities, Authorities, Objectives and Metrics
were designed for the services. For details see Anex 13. UK
IT HD - DSS Integrated SOM IM PM Framework V 1.1
The lifecycle of the Incident and service requests was re-
crafted from a service oriented approach and using the BPM
Tool the process was configured to provide transparency
over the entire journey of an Incident from its registration to
resolution.
A primary deliverable the Architectural Assignment was the
design and development of an integrated Incident
Classification and Resolution Framework.
The framework shown alongside was developed and the
architecture team worked with more than 45 groups to
develop a new set of classification. Refer Anex 12. Integrated
Classification and Resolution Framework V 1.0
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7. The Data collected against the architecture was inventoried and configured in the BPM tool. This
allowed active control over the process stages and enabled the establishment of Metrics which can be
used to clearly implement roles and responsibilities and measure individual performance aspects
The screen shots in the next page show the collection of the information required by the architectural
structures and their impact. The classification was crafted to be used across all services provided by
Tesco in all countries. This by itself is the single biggest contribution to the Convergence Objective as it
provided a stable platform by which all countries can be integrated regardless of the technologies used.
The picture alongside illustrates
the V Model resulting from the
Integrated Classification and
Closure Categorisation
Framework
The prime deliverable from this
framework is the capability to
move in multiple dimensions
between the Classification based
on Symptoms experienced by the
service user and the Resolution
action provided by the Service
Provider.
A template was innovated
to collect data to create
the required inventories.
The template implemented
a Matrix Framework to
develop the capability for
identifying the various
Column and Row elements
required for architecting
the Incident Management
Process’s What, How,
Where, Who, When and
Why, Columns of the
Zachman Enterprise
FrameworkTM.
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8. The template allowed the collection of typed inventory to establish the Rows.
· Scope Contexts Row – Identified by the IT organisation Column.
· Business Concepts Row – Identified by Service Channels identified for a Retail Business Supply
Chain view of IT illustrated in the previous page.
· System Logic Row – Identified by Country, Assignee Group, Priority used to define system logic
· Technology Physics – Identified by the Symptoms Column
The Technology Physics, Component Assemblies and Operations Instance Classes were configured in the
process Maps established in the BPM tool. The foundation data classes of the tool were used to
establish and control the inventory repositories.
5. Where did your Architecture initiative begin, where is it today, and what were the key
milestones along the way? What are you planning for the future? What organizational
challenges did you have to overcome? What is the size of the Architecture Team? (Please limit
response to 300 words or less)
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9. The Architecture initiative began at the end of intense analytical studies of the existing system
conducted after the completion of the Tactical Phase.
The Key Milestones:
1. Creating the Service Oriented Architecture
2. Communicating the Architecture to all stake holders and acquiring approval from Executive
Management
3. Working with the technical teams to compile the Inventory data of various services on an
end to end basis
4. Making modifications to the BPM software to accommodate the detailed architecture
5. Deploying the System for use
Plans for the Future:
While 3 countries ie: UK, US, Thailand have been brought on line with the new architecture,
these have to be rolled out to the other countries.
Use the data from the system to establish service improvement programs across the
organisation
Organisational Challenges:
1. Lack of ITSM knowledge in all levels of the organisation and the need to educate the
fundamentals
2. Getting Operational staff to fully understand the architectural implications and to accept the
transparency that it would bring to their services.
3. Getting Various Country IT organisations to understand the benefits of a unified architecture
and to adopt it enthusiastically.
4. Multi level management, which meant that executives in HSC had to be aligned with
executives in country and with the Management Committee in the UK Corporate offices,.
Size of the Architectural Team:
Team Size was 4 in the Architectural Strategy and Control Team and 40 SPOC from the various
support groups.
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10. 6. Does your Architecture practice span the entire organization or certain divisions within it? What
is the scope of the initiative in terms of duties, number of stakeholders, number of systems
integrated (if applicable)? Does the initiative make use of remote team members? Does the
team use external consultants or plan to use them for architecture consultation? Does the
Architecture team have part-time or full-time members? Include costs if applicable and
permitted by your management.(Please limit your response to 100 words or less)
The architecture spanned entire IT organisation with the intent of establishing the required
structure to manage convergence.
More than 2000 IT stake holders and innumerable IT users across the globe
More than 320 services were mapped
The team used one external consultant who played the role of Chief Architect and Subject Matter
expert.
The Chief Architect was supported by two analysts.
7. What are the quantifiable benefits realized based on the business and technical goals the
company set out to achieve? Describe the value of architecture to the key stakeholders. If your
company does not allow sharing of absolute values you may represent them as percentage
improvement. (Please limit your response to 250 words or less)
1. Substantial improvement in the capability to view service provision on an end to end basis
regardless of the customer being anywhere in the globe and being supported by a technical
support group anywhere in the world.
2. Detailed identification of process problems and solution implementation refer Anex 14.
Wrong Option Investigation V 1.0
3. Complete re-casting of Proactive Infrastructure alerts and associated auto creation of
Incident Tickets allowing quick reaction times of technical staff and proactive addressing of
potential incidents. Refer Anex 15. Auto Monitoring
4. Implementation of capability to establish sustainable continual improvement by establishing
appropriate review mechanisms refer Anex 16. SIP ITMB Review Presentation Template V
1.0
5. Capability to converge IT Support from multiple organisations to a single organisation with
traceability across countries and services,.
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11. 8. What challenges you faced in implementing the Architecture initiative and how did you
circumvent them? (Please limit your response to less than 100 words)
The primary challenge faced was the understanding of architectural implications in the initiative
to transform IT. People and technology were the biggest challenges.
Both the challenges were addressed through appropriate communication, good governance
from senior management and a top down – bottom up approach which engaged the whole
organisation and primarily those who were most impacted by the change.
9. If you have nominated the initiative for a sub-category of award, please specify why you think it
qualifies for winning the award in the respective sub-category. (Please limit your response to
400 words or less)
Not Applicable
10. Please attach the following Architecture artifacts:
· Strategy Models
· Business Process Models
· System Models
· Technology Models
· Implementation Details (Models)
· Operational Models
These are included in the various annexure 1 to 16 attached with this document.
Rules for Award
Please read the following rules carefully. Any submission that does not comply with contest rules and
regulations may be disqualified.
1. The award and special awards are open for CIOs and IT and Enterprise Architects from across
the globe.
2. The Selection Committee will consider only those nominations providing complete
information requested on the nomination form.
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12. 3. Only initiatives being implemented will be considered and not prototypes and pilot
projects/Proof of concepts.
4. A company may nominate more than one initiative for the award. However, only one award
can be won by a company (other than the Hall of Fame Award which can be won along with
one of the other awards).
5. Professional Service providers are eligible to win the award provided the initiative was
completed outsourced to them by the customer and the customer testifies through a
separate mail to the Organizers that it allows the submission.
6. Besides being used for evaluating for the awards, all information provided in the nomination
form may be published on an open platform (website/portal/print magazine) by iCMG or one
of its designated associates. By making the submission you give complete rights to iCMG to
publish the work with your name and company name in place. It is hence advisable to ensure
that your submission has the necessary approval within your organization.
7. iCMG reserves the rights to eliminate or merge categories of the award to make it more
competitive.
8. All the details must be submitted in English only.
9. Once a submission has been entered in the competition, under no circumstances will we
accept substitutions of new drafts or corrected information. Those Architects who advance to
the Final Round of competition will have the opportunity to submit a revised draft of for the
Final Round of judging.)
10. Decisions of the Judges are final and may not be disputed. The Judges will adhere to our
award guidelines.
If you’re planning to enter the contest, please review the important dates.
8/8/2011 iCMG Architecture Excellence Awards