SHARING VISION

Sesi 3
Enterprise
Information
Architecture
ENTERPRISE INFORMATION ARCHITECTURE
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Executive Dashboard

• Executive Dashboard is an intuitive, 100% web-based

Executive Information System (EIS) that allows
managers to easily monitor key performance indicators
(KPI) for improved performance and accountability.

• This business intelligence software easily allows you to

execute strategy, improve business processes, gain
credibility in the marketplace and realize corporate
performance management.

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Executive Dashboard Display

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Executive Dashboard Display

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How Executive Dashboard could come to reality?

Executive
Dashboard

Data Mining, Data

warehouse,
Information Web Technology
InformationCenter
Center

Enterprise
Applications
Enterprise
EnterpriseInformation
InformationSystem
System

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How Executive Dashboard could come to reality?

Executive
Dashboard

Information
InformationCenter
Center Business
Business

Enterprise
Enterprise
Enterprise
EnterpriseInformation
InformationSystem
System Information
Information
Architecture
Architecture
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Enterprise Information Architecture

• Linking an enterprise™ strategic plan with its

enterprise data architecture, enterprise
application architecture and enterprise technical
architecture results in enterprise information
architecture.

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ENTERPRISE INFORMATION ARCHITECTURE

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
1003.0)
• NCR Enterprise Architecture
Framework
ENTERPRISE INFORMATION ARCHITECTURE
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• ISO Reference Model for Open
Distributed Processing (RM-
ODP)
• SPIRIT Platform Blueprint
• Technical Architecture
Framework for Information
Management (TAFIM)
• TOGAF
• Zachman Framework
• IT Architecture Toolkit
• Enterprise Information
Architecture
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John Zachman
• Beberapa sumber menyatakan John
Zachman (Zachman Framework) sebagai
“bapak” dari IT Architecture

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Here are some examples of what really happens when
there is little or no IT planning, poor IT planning, or un-
integrated 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: By the time the technology was fixed, the
business function was drastically downsized, and the new
application was overkill.

• 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.
The result: Funding was cut.

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Here are some examples of what really happens when
there is little or no IT planning, poor IT planning, or un-
integrated IT planning (2/2)

• A major multiyear billing system overhaul began coding

before the architecture was built and the platform
selected.
The result: The project faces ongoing delays.

• An extremely complex three-year enterprise sales and

ordering system rewrite became mired in conflict. An
overly intricate technical design was completed and
building began without a negotiated agreement with
interfacing functions and systems.
The result: The project was cancelled.

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Apa yang harus diperhatikan?

• Business is involved in IT planning, and the business

objectives are clear to IT;
• Diverse business needs and respective IT solutions
resulting from business changes (e.g., consolidations,
acquisitions, resizing) are recognized;
• Conflicting goals of internal organizations surface and
major problems can be cooperatively resolved;
• IT plans capture and incorporate problem resolutions; and
• IT plans drive application and data store development and
technology selection.

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Case 1
Update an aging mainframe infrastructure and outdated operational methods.

Organizational profile
• A customer service business unit with more than 30,000 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, created prototypes, 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, 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

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Case 2
Migrate mission-critical application from mainframe to client/server architecture.

Organizational profile
• A customer service company of about 12,000 employees IT staff of SOO A small, 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, data, and
technology models
• The architects used the modeling outputs to build a very detailed architecture framework,
construct the architecture, create data and technology standards, 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

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Case 3
Find a way to implement target architecture in a large business.

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, detailed framework and content, 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, 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

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Case 4
Try again to find a way to implement target architecture in a large business.

Organization profile
• The same very large consumer telephony organization; IT staff of about 4000; 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, 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; 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;
• 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

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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, effective ways
– The translation of the architecture to a small set of well-scoped,
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

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Related Environment:
Software System Readiness Survey

What determines that a software systems

ready for production?
Date-driven, when time is up software is released

16% User decides, may used acceptance testing techniques

Planned testing is completed
31%
Test group decides

26%

27%

Source: Quality Assurance Institute

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Related Environment:
Gartner Survey on CRM Software
70% of organizations that
introduce expensive,
30% comprehensive CRM
software package cannot
show results.

Primarily because the

software investment were
70% not linked to change
management initiative.
Fail
Success

Gartner Report 2002

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Related Environment:
Aset Informasi di Indonesia

Lebih dari 90% perusahaan di

Indonesia tidak memiliki klasifikasi
aset informasi perusahaan.

sumber: Dimitri Mahayana & Budi Rahardjo

2005

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Related Environment:
Software Development: Five CMM Levels

Productivity and Quality

Change Management 5 Optimizing

Defect Prevention

Product and 4 Managed Continuously

Process Quality Improving

Engineering Predictable
Process
3 Defined
Standard,
Project
Management
2 Repeatable Consistent

Disciplined
Heroes
1 Initial
Project Risk
5%-10%

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Connecting Strategy Map to EIA

Productivity Strategy Long-Term Growth Strategy
Shareholder
Financial Value

Perspective Improve Cost Increase Asset

Expand Enhance
Revenue Customer
Structure Utilization
Opportunities Value

Customer Value Proposition

Customer
Price Quality Availability Selection Functionality Service Partnership Brand
Perspective
Product / Service Attributes Relationship Image

Operations Management Customer Management Innovation Regulatory and Social

Processes Processes Processes Processes
Internal
•Supply •Selection •Opportunity UD •Environment
•Production •Acquisition •R&D Portfolio •Safety and Health
Perspective •Distribution •Retention •Design/Develop •Employment
•Risk Management •Growth •Launch •community

Human Capital

Learning and Information Capital

Growth
Organization Capital
Perspective
Culture Leadership Alignment Teamwork

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From Corporate Strategy to IT Masterplan

The
The Corporate
Corporate Strategy
Strategy

The Information Capital

Current
Current Target
Target
Masterplan
Masterplan
State
State State
State

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Information Capital States

Operational Excellence Customer Management Innovation
Strategic Provide Cross-sell Provide Understand Provide
Minimize
Rapid the Product Rapid Customer Rapid
Processes Problems
Response Line Response Segments Response

Strategic Information Capital portfolio

Transformational
Applications

Analytic SQA 2 BPC 3 CPS 3 BPC 5 CPS 3 BPC 2

Applications
Transaction ITS 6 WSS 3 OMS 6 2 2
Processing 2 2 ICF 2 CFS PMS
PRM PRM SFA 4
Applications
WEB 3 IVR 3 WEB 3 WEB 3
Technology CRM 2
infrastructure CRM 2

Target State
Current State
Operational Excellence Customer Management Innovation
Strategic Provide Cross-sell Provide Understand Provide
Minimize
Rapid the Product Rapid Customer Rapid
Processes Problems
Response Line Response Segments Response

Strategic Information Capital portfolio

Transformational CSH 1 PPM 1
Applications

1. OK Analytic SQA 1 BPC 1 CPS 1 BPC 1 CPS 1 BPC 1

Applications
2. Minor Enhancement
Transaction ITS 1 WSS 1 OMS 1 1 1
3. New Development (On Schedule) Processing 1 ICF 1 CFS PMS
PRM PRM 1 SFA 1
4. New Development (Behind Schedule) Applications
WEB 1 IVR 1 WEB 1 WEB 1
Technology CRM 1
5. Major Enhancements Required (No Action) infrastructure CTI 1 CTI 1 CRM 1 CTI 1
6. New Application Required (No Action)

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Penutup

• Executive dashboard memungkinkan pengambil keputusan dalam

perusahaan dapat mengetahui status perusahaan dengan mudah
dan mengambil tindakan segera untuk tetap mencapai tujuan
perusahaan, anytime, anywhere.

• Data-data yang tersedia dalam Executive Dashboard sangat

tergantung dari Sistem Informasi Enterprise yang ada.

• Kehandalan dan efektivitas SIstem Informasi Enterprise ditentukan

oleh bagaimana itu direncanakan dengan baik (Enterprise
Information Architecture)

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terima kasih !

Merci bien
Arigatoo
Matur Nuwun
Hatur Nuhun
Matur se Kelangkong
Syukron
Kheili Mamnun
Danke

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