Diagnosis and Corrections of Enterprise Dis-orders

Diagnosis & Corrections of Enterprise Dis-orders

Sunil Dutt Jha
Chief Enterprise Architect & CEO, iCMG
@sunilduttjha
Architecture World 2012 blogs.icmgworld.com
Enterprise Architecture Firm

What’s plan for 60 minutes?
Application
Human Rationalization
Anatomy Enterprise
Anatomy
Disaster
Disorders
Recovery

Business
Process
Diagnosis Improvement
& Corrections

Science behind the
enterprise

Architecture World 2012

Typical human dis-orders


Every human being is different, yet follow a common
structure…

The human body
consists of biological
systems, that consist
of organs, that
consist of tissues,
that consist of cells
and connective
tissue.

Body disorder & corrections - how it works in
healthcare?
X-ray Diagnosis Surgery Success - Team

Human Anatomy
Basis of analysis,
diagnosis and
treatment

Architecture World 2012 http://www.iCMGworld.com

Enterprises are at different stages medical attention

Tooth ache New born Blood transfusion

In the ambulance Operation Theatre Having a blast

Enterprises have injuries. Let’s look at some of the
problems
IT Application
rationalization

Business Process Isolate duplicate Expanding
Improvement processes business

Minimize friction New
among stakeholders product

Optimize IT
Outsourcing
Cost savings

Can’t measure
Architecture World 2012 http://www.iCMGworld.com progress

1. Application Rationalization

Definition: There are too
many Application doing
more or less same thing.
Reason:
1. Home grown apps to
optimize department needs
without consideration for
enterprise
2.Multiple subsidiaries
allowed to create or buy
their own apps
3.Acqusition & Merger
Symptoms:
-Output data/ results are out of
sync
-Same data is getting processed
multiple time
-Wastage of human resources
-Cost overheads

List of x-rays needed to address the App Rationalization

1.Dependency of apps on each other

2.Dependency between Apps and the interfaces
3.Apps being used in different locations

4. Data model corresponding to each app?

5. User Interface (Screens) to apps mapping
6. What are the key business rules and the apps
automating those rules?
7. Which business processes are being automated by
which app?
8. What are the key requirement's being implemented
by which app?
9. Who are the users and where are they (location)?

10. Which business function uses the app?
11. How does App is responsible for meeting the
strategy of the organization?
12. How does App responsible for meeting the strategy
of the organization?
Total Architecture World 2012

Efforts needed to create a scan for screening and
investigation

Docs Format Time Stakeholders

12 different docs. Typical 4 formats It could take Multiple stakeholders,
difficult to get hold of
mainly composite Word, PPT, Excel, around 35-40
them, some of them
weeks to create
concepts PDF the necessary docs
might have left the org.

35 weeks to create the necessary scan. It’s a time
consuming procedure. As a result, diagnosis gets
delayed, which in turn delay the treatment ( solutions).

How did we go about doing it?
Step 1 Identify the cells:
Review of Excel sheets, ppts for existing
info

Step 3 create the Step 2 create the
basic composite: primitives:
Construction of models, One-to-one interactions
composites with business owners, IT
owners, questionnaire,
templates etc.
Step 4
Diagnosis:
Traceability,
Step 5: Relationship matrix,
Report, suggestions, Gap analysis
prototypes


Identify the cells responsible for the problem

1 2

3 4 5 6

7 8 9 10 11 12

13 14


Check if the necessary composites are in place

This needs minimum 9 horizontal integration and 8 vertical transformation

What’s primitive in Zachman Framework?

1. “primitives” are single variable element 4. This ignorance has serious ramification, as
within a cell. several Enterprise Architects & business
2. These single variable element within cell process experts are building composite
integrated with another single variable models and hard binding multiple concepts
element of another cell resulting in a together in their Architecture making it
“composite”. brittle.
3. It’s important to have independent variables
and then integrating the variables across
each Row to create composites


Sample composite 1


Let’s look at the business objective, let’s identify the
various interrogatives implicit in the statement…

“To become World Market Leader in
Telecom Software & services in terms of
Revenue in 3 years


Let’s look at the business objective, let’s identify the
various interrogatives implicit in the statement…

“To become World Market Leader in
Telecom Software & services in terms of
Revenue in 3 years
S
3 years Leader
N
$ S
global
Revenue

Leader
$ S 3 years
1 N 2 A
D
3
global
4 5 6
Revenue


Sample business process diagram


Identify the business process primitives

1 2 3 4 5 6

Business
Process
Model –
Is the input
key (data) likely to
elements change?


Optimizing the business process – select from multiple
targets
1 2

4
3


Transition plan from current document format to
enterprise models – 3 step process
STEP 1 - Extract the primitive and composite from the existing docs
STEP 2 – Organize the models into the framework cells

STEP 1 STEP 2


Managing transition to the enterprise wide primitive
models

Enterprise models are static, Models are “live”, real
outdated, point in time time, provides necessary
Architecture World 2012 http://www.iCMGworld.com scan for diagnosis &
corrcetionsEnterprise Architecture Firm

Creating the models - enterprise wide
( multiple departments)

1 2 3 4 5 6 7 8 9 10 11

Marketing Sales Business Legal Finance Engineering HR Information Purchase Quality Admin
Development Technology

Strategy Strategy Strategy Strategy Strategy Strategy Strategy Strategy Strategy Strategy Strategy Strategy
Model Model Model Model Model Model Model Model Model Model Model Model

Business Business Business Business Business Business Business Business Business Business Business Business

System/ System/ System/ System/ System/ System/ System/ System/ System/ System/ System/ System/
Solution Solution Solution Solution Solution Solution Solution Solution Solution Solution Solution Solution

Technology Technol Technol Technol Technol Technol Technol Technol Technol Technol Technol Technol
ogy ogy ogy ogy ogy ogy ogy ogy ogy ogy ogy
Models Model Model Model Model Model Model Model Model Model Model Model


Enterprise wide – 11 departments focus and areas of
improvement
SMAP Strategic Plan & Performance Indicators
Areas of improvement
Purchase
4 2
Admin Information Technologies

+ Contracts + Facilties Services 9

Sub functions, 77
+ Suppliers + Inventory Management
+ Procurements 4 16 64
+ Tendering 11
Corporate & Management Legal & Compliance Sales & Marketing

+ BoD + Audit + Account Management
+ Strategy + Compliance
+ Information Security
9 + Advertising
+ Brand 9
2
+ Internal Control + Business Development
+ Regulatory Laws + Call Center
7 + Legal + Marketing Campaigns
+ Risk Management + Online Public Relations
+ SOX 27 + Sales 37
+ External Requirements + Telesales

Quality Improv ement & Innov ation Human Resources Finance & Accounting

+ Benchmarking + Development & Counselling + 1Accounts Payable

13 16
+ Data Quality + HR Department + 2-Accounts Receivable
+ Innovation 7 + Employee compensation + 3-Assets
+ Quality Assurance + Internal Communication + 4-Balance Sheet
+ Six Sigma + R&D + 5-Budget
+ Knowledge Assets + Recruitement + 6-Cash Flow
+ Documents 20 + Retirement + 7-Expenses
+ Resource Planning 58 + 8-Financial Ratios 69
+ Telecommuting + 9-Financial Reporting
+ Rewards & Retainment + 10-Income Statements
+ Training + 11-Insurance
+ Workforce Management + 12.Investment
+ Working Environment + 13-Liquidity
+ 14-Payroll
+ 15-Taxes
Architecture World 2012 + 16-Treasury

Sample – Finance Department models, composites,
relationship matrix, performance indicators
Composite models
Key models: 1. Strategy v/s Process
2. Business Process v/s Apps
3. Department v/s Apps
1. Business processes,
4. App Owners v/s Apps
activities
5. Locations vs Apps
2. Org Structure
6. Applications v/s Tech
3. Department
7. App v/s Dept v/s Business Owners
stakeholders
8. Business Owners v/s Apps
4. Key focus areas
9. Strategy v/s Process v/s Apps
5. Performance indicators
10. System of Systems
11. Strategies vs process vs apps vs techology

Relationship Matrix
1. Business Process v/s Apps
2. App Owners v/s Apps
3. Applications v/s Tech
4. App v/s Dept v/s Business
Owners
Performance Indicators 5. Business Owners v/s Apps
1. Prioritizing Performance 6. Department v/s Apps
indicators Idea 7. Strategy v/s Process
2. Create the BSC files based on the 8. Strategy v/s Process v/s
-26 models for Finance
Performance Indicators Apps
Department
9. (11 +)
- Around 300+ models for 11
dept.

Business Process, Composite Model & Traceability
Sample - Business Process Applications aligned with Business Process – Compoiste
of Finance and HR Model

•The model structure and a
Traceability diagram act as
starting points for tracing
•By using the traceability
models we were able to
quickly explore the
relationship chain
•Now, we can create
appropriate relationships
(such as Realize or Trace) to
elements where no
relationship was previously
defined Enterprise Architecture Firm

Example – compare the matrices

Over 200 + plus
matrices can be
created from
the primitive
cells based on
the need

Suggestions for
12 plus matrices


Create the relationship matrix from the composite
models,
Hopefully, we will get the answers to most of the questions ;-)
1. Dependency of apps on each other
2. Dependency between Apps and the interfaces
3. Apps being used in which locations
4. Which data model corresponds to which app?
5. Know user screens to apps mapping
6. What are the key business rules and the apps
automating those rules?
7. Which business processes are being automated by
which app?
8. What are the key requirement's being implemented
by which app?
9. Who are the key users and which location?
10. Which business function uses the app?
11. How does App is responsible for meeting the
strategy of the organization?
12. How these strategies are mapped to organization
goals?


Relationship Matrix, GAP Analysis & App Maturity Index
Relationship Matrix GAP Analysis
•It’s a spreadsheet display of relationships
between model elements within packages
•Relationship Matrix helps to identify the
applications that are required to consolidate
based on various parameters like location
usage, timeline of the applications, etc..


Classification and Identification of Application
Redundancy
customMoving A to D Site - Im
pps R

OR C 11i
A LE
pact Analysis - L5

A IS A Portfolio
S pp

Functional Categories

«trace» «trace» «trace» «trace» «trace» «trace» «trace»

(fromDatabases) (fromTarget vs Baseline)

«trace»
2. ERP 2. ERP 2. ERP JA - Servlet
VA
Windows 2003 EE 1. Baseline Core
1. SAP 1. SAP 1. SAP
1. SAP Operational-
Operational::76. 11. S2 (C - U raine
1) k 11. S2 (C - U raine
1) k 11. S2 (C - U raine
1) k Operational::74. Intermediate D ::81.
B
2. OD - OND
I EMAN IN
D VOICE «trace» «trace»
PC SMA 13. SAP 4.7 13. SAP 4.7 13. SAP 4.7 DLOSS Transistion Database - «trace»
3. iSMAR Application
T «trace» iBS
4. iPMS Application
«trace»
5. EmptorisApplication (fromFunctional Categories) (fromFunctional Categories) (fromFunctional Categories) (fromProgram ing
m
(fromOperating Systems) (fromApplication LifeStage) Environment)
6. SalesForce Application - SFDC
7. R ource Management Application
es
«trace» «trace» Project & Allocation
«trace» 8. Timesheet Application
«trace» «trace» 9. Hyperion «trace» «trace» «trace»
SA 6.0
P
10. OBIEE
Operational- 11. S2 (C - U raine
1) k
Intermediate D ::80.
B Core::6. Sales Force «trace» Core::3. iSMA T
R Core::11. S2 (C -
1) People::32. T -
MS Core::8. T esheet
im
Application - SFDC 12. SAP-BW A pplication U kraine Training Mgm System
t A pplication
Transistion Database -
«trace» 15. OLGA - STOC OPTIONSER ES
K VIC
XD B
16. EQU ED
ITY GE

(fromBusiness Software) (fromApplication Portfolio)
Employee Mas data
ter Opportunity Line Items
«trace»
«trace» «trace» «trace» Employee Details& W Bas C
ork ed reation

«trace» «trace» AA
BP «trace»

Employee Salary Details
People::23. E-Hire People::30. SA - ESS
P Core::4. iPMS C tomer Mas
us ter
Employee Details
Application A pplication «trace» Attendance Information Flowto SAP for T & M Billing
«trace»
«trace»
(fromProgram ing
m
Environment)

Employee Joining Data W Structure C
BS reation
«trace»
«trace»

Manual Process Core::1. SAP Bus sEvents
ines Employee Number
«trace»

«trace»

«trace»
«trace» «trace» «trace»
A Maturity Index 30%to 50%
pp
«trace» «trace»
13 - 1. Finance &
Accounting Process Core::9. Hyperion Utilities::60. Oracle
D Integrator
ata

«trace»
(fromFinance) (fromApplication Maturity Index)

«trace» «trace»
«trace»
«trace»

Global::Global

Business Partners
(from
Stake
«trace»
«trace» Holders)

Identification of Overlap
By categorizing application based on
functionality, it was evident that there is a
overlap and redundant applications exist
within the category and their functionalities
are overlap either due to different region or
because of lack of communication & co-
ordination between departments. 2012
Architecture World http://www.iCMGworld.com

Timeline, Effort, Cost Estimations & Benefits


How did we go about doing it?
info

templates etc.
Step 4
Diagnosis:
Traceability,
Step 5 Solution: Relationship matrix,
prototypes


Sample – Applications organized using the functional
categories


Comparison of Classical Method vs Primitive driven
Method
info

templates etc.
Step 4
Diagnosis:
Traceability,
Step 5 Solution: Relationship matrix,
prototypes


Comparison of Classical Method vs Primitive driven
Method


Current status of Baseline Architecture v1.0
DATA FUNCTION NETWORK PEOPLE MOTIVATION
What How Where Who Why

List of Things - List of Processes - List of Locations - List of List of Events - List of Business
Important to the the Business where Business Organizations Significant to the Goals and
Strategy Business Performs Operates Important to the Business Business Strategies

Models Inventory25% 60% 90% 50% 50% 50%
Types

e.g., Business Logistics Network, Org definition Business Plan
Process Model Network Definition Work Flow Model
Business 40%
Models 100
40% 90% Moved 40%
%
List Work flow
Business Location Business Role
to EA
tool
List Business Connection Business Work

Application
e.g.,
Network Business Rule
Architecture Model
System/ Representation
100% 20%
Solution Apps Apps 20%
Portfol Logical 25%
System Location
Models io Model System Connection

System
e.g., Network
Technology Design Specifications

Models 70%
25%
Technical Tech Location
e.g.,
List
Architecture Tech Connection


Create enterprise models - using the primitives to create
the composites


Creating & Maintaining an Enterprise – need to correct the
multiple disorders in a consistent manner to minimize enterprise entropy

IT Application Optimize IT
rationalization
Business Process Outsourcin Expanding
Improvement g business
Cost savings
COTS
Can’t measure Selecti
progress on
Isolate http://www.iCMGworld.com
duplicate

Which cells are key to define the Disaster Recovery
Plan

1 4 5 2

3

7 8
9

Sample case 2 – Impact analysis for
Disaster Recovery Site

Description Business Business Applications Application Business Location
Strategies Process Owners Stakeholders

8 7 1
Level 1 Global
impact

Level 2 Global
impact

Level 5 Global
impact


Sample case 2 – Impact analysis for DR site


8 7 1
DR Global
strategy
with Level
1 impact

66 7 8
DR Global
strategy
with Level
2 impact

DR Global
strategy
with Level
5 impact


Sample case 2 – Impact analysisfor DR site


8 7 1
DR Global
strategy
with Level
1 impact

66 7 8
DR Global
strategy
with Level
2 impact

62
DR Global
strategy
with Level
5 impact


HR ::Resource Request Process

1 4 2

3


HR ::Resource Request Process

Descriptio Business Business Applicatio Applicatio Business
n Strategies Process ns n Owners Owners
Traceability Forex Gain Treasury SAP Stakehold Stakehold
to /Loss er1 er 2
understand
the
alignment in
terms of Cycle time Expense Expense Stakehold Stakehold
various
for Voucher Voucher er 3 er4
factors
expense System
reimburse
ment
% of Resource Resource Stakeholder 5
vacancies Allocation Managem
filled Process ent
internally Enterprise Architecture Firm

Anatomy and medical dis-orders


Need to define and create your Enterprise Body using
the Enterprise Anatomy

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Diagnosis and Corrections of Enterprise Dis-orders

Diagnosis and Corrections of Enterprise Dis-orders

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