![Game Changing Innovation Strategies Track ,[object Object],[object Object],[object Object],October 21, 2011](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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- 1. 21st Century Innovation: Architecture, Engineering & Project Management Presented by Dr. Peter C. Bahrs bahrs @ us.ibm.com Used with permission
- 11. Business and IT Alignment October 21, 2011 IT Leaders Business Leaders “ Aligned IT and Business result in DOUBLE the productivity gains of isolated business and IT efforts” Source: London School of Economics – McKinsey survey and analysis of 100 companies in France, Germany, UK and US
- 12. Architect and Engineer Alignment October 21, 2011 Architect Engineer 20 th Century “Technology Driven” 21 st Century “Business Agility” Lifecycle Architect Engineer Feedback Systems Engineering Architecture Requirements Right Development Test Deploy Manage Operate Dynamically Adjust Governance Build Results of Business and IT Alignment Development Testing Operations …
- 16. Common Development Implementation Technologies October 21, 2011 Java JEE VM OS Platform SOA Application Network Business Agility XML 1990s focus 2000s focus
- 17. How future teams will collaborate October 21, 2011 Business Users IT Implementation Development Business Architecture Testing Operations Architects Engineers PM Asset Management requirements, use cases, architectures, Information, messages, transforms, UI services, rules,, processes, events, dashboards, Impact Analysis Right
- 19. The “Shape” of future project deliverables – what you will manage October 21, 2011 Development Assets Code Configuration Automation Test Unit, Integration, Security, Web, SOA, System, Policy Business Architecture Assets Requirements Rules Services Processes Events User Interface Dashboards Data Use Case Legacy Analysis Architectures Glossary Transformations Business Agility Acceleration Impact Analysis Governance Asset Reuse Ad-Hoc Queries Metrics Change Management Asset Management Tests Service Registry User Acceptance Business Acceptance Right
- 20. Metrics to manage October 21, 2011 Process Improvements User Acceptance Improvements Business Architecture Improvements Asset Reuse Improvements Architecture & Systems Engineering Duration Customer UI Experience Business Rules Created Business Rules Reuse # People Feedback to Customers Business Services Created Business Services Reused Creation of Business Architecture (BA) Customer Sessions Business Processes Created Business Processes Reused Traceability Simulations Created Simulations Reused Governance of BA Acceleration Improvements Business Events Created Business Events Reused Use Case Creation Business Rules Code Gen UI Created UI Reused Change Impact Analysis Business Services Code Gen UI Assembled in Portal UI Assembled in Portal Reused Requirements Quality Business Processes Code Gen Use Cases Created Use Cases Reused Document Generation Business Events Code Gen Architecture Models Created Architecture Models Reused Technology Skills UI Code Gen Test Cases Created Test Cases Reused Ad-Hoc Reporting UI Assembled in Portal Reused Dashboards Created Dashboards Reused Ad-Hoc Queries Architecture Models Code Gen Legacy Analysis Created Legacy Analysis Reused BA Asset Repository Test Cases Code Gen Dashboards Code Gen
- 22. Rule of Content (RoC) October 21, 2011 Productivity Low High Publish - Power User Review - Many people Draft - SME Lifecycle Review, Rate, Feedback Excitement Curve
- 23. Rule of Assets (RoA) October 21, 2011 Reuse Low High Heavy metadata (low risk, distracting) Automated Metadata (low risk, motivating) Low Metadata (high risk) Submission Excitement Curve
- 25. Managing Degrees of Difficulty October 21, 2011 Tasks 1 low - 5 high Process Modeling 3-5 Architecture Modeling 2 Service Modeling 3 UI Modeling 1 Event Modeling 2 Rules Modeling 2 Information Modeling 3 Requirements Composing / Management 1 / 1 Dashboards 1 Asset Management 2 Governance 2-4 Legacy Analysis 1…5 Measurements 2 Coding 3 Testing 3 Automation 4
- 26. Managing and Predicting Costs via Simulation October 21, 2011 Legacy Modernization BPM Architecture Data Driven
- 27. Mockup Example of Collaboration Results October 21, 2011
- 29. Managing Impact Analysis – What if I change people or assets? October 21, 2011
- 30. Managing Impact Analysis – What touches the data? October 21, 2011
- 31. Managing Impact analysis – need to know costs October 21, 2011
Notas del editor
- Main Point: BPM-based enhancement of knowledge management processes yields significant improvements in process and asset quality, efficiency and cost-effectiveness. Details: Treating IT architecture, requirements and engineering as business processes has significant business value. Organizations can monitor key performance and agility indicators during the process that delivers the actionable business architecture. The process of delivering IT architecture, requirements and engineering can be simulated. Organizations can perform what-if and impact analysis of business concerns such as cost, quality of deliverables, reuse potential of the business architecture and the impact on accelerating development. Specific improvements obtained from a BPM-based approach include: Quick cost reduction potential from 15 to 50% in initial project, Increased efficiencies resulting from re-usable business architecture assets, Improved adherence to project methodologies, Exploitation of technology-specific methodologies for each facet of the business architecture, Simulation, impact analysis and what-if queries relative to aspects of the business architecture, and Loosely coupled process to facilitate modification and reuse. Next slide, please.
- Main Point:
- Points to take away The Nature of business changing Need financial accountability of IT and Systems expenses SOA Business / IT Alignment critical EA and SE alignment critical Governance requires participants across the lifecycle (… means other roles …) There EAs stay around longer SEs get involved earlier SOA is a continuous process with feedback with monitoring driving changes to archs. Before, waterfall was not agile, providing feedback to business real time 20th Cent. Not much on business drivers, reacting to technology changes, siloed 21st Business driven accountability, seeking business agility.