Enterprise Architecture

Enterprise Architecture Meeting December 15 th 2005

Agenda 9:00 Role and purpose of the group 9:15 Strategy for 2006 10:00 Creating a process centric environment 10:30 Managing information as an asset 11:00 Using Technology more effectively 11:30 Initiatives and objectives for 2006 12:30 Close

Role & Purpose of Enterprise Architecture To help people make better decisions Delivering the right information to the right people at the right time. Giving more people more time to make more important decisions. Enable the business to grow.

Group Structure Measurement Analysis Optimisation Data stewardship Data Mining Service definition Service orchestration Technology – Wandreson Brandino, Dan Harrison Information – Jonathan Smith, Steven Billinghurst, Rakshi Ahmed Process – Eve Kalligas, Patrick Karkabi BI Tools Integration tools Solution Architecture OLAP Architecture ETL Reference Architecture Report delivery Delivery Mechanisms

SWOT Analysis Strengths A single organisational wide enterprise All transactional systems on SQL 2000 backend Most applications web based Development Standards and Practices in place Business Strategy well established Management buy-in to improve accuracy and timeliness of reporting Centralised data security In house .Net expertise In house application strategy In house Business Objects expertise An infrastructure that will supports web services Weaknesses Lack of understanding and documentation of business process Poor quality of data in systems Inaccurate reports that are difficult to maintain and are slow to execute Lack of credibility and resource for internal development teams Tasks duplicated across different systems Transferring information from one system to another can be manual and time consuming. Time consuming deployment of third party applications

SWOT Analysis Opportunities Develop Web services / SOA Develop a business reporting environment Adopt Agile development techniques Adopt TOGAF Business owners of applications to assist with data ownership and stewardship Small quantity of information in enterprise to manage SQL Server 2005 Threats 3rd party transactional applications that are difficult to integrate Business objects integration methodology Adopting an integration methodology that requires costly maintenance

Current Situation System deployment is Enterprise is Application centric Lack of visibility of activities in a process Measurement of activities and processes is complex and has not been attempted Effort is duplicated as integration is a manual task, which is time consuming and prone to human error Data quality is poor as it is difficult to understand who is responsible for data and therefore improve data quality Accuracy of reports is difficult to measure Expense Process HRIS T and E CODA PSR

1.2 Strategy Business Process Provide tools to give people the ability to monitor and make changes to processes to improve operational efficiency (reducing execution time, reduce cost) or improve control to mitigate risks. Identify, map and measure all current global processes Standardise localised processes. Identify and eliminate redundancy Information Reconcile data to make information consistent between systems Improve Data quality through better tools and stewardship. Organise data to enable high level reporting (Dashboards) Technology Web Services to perform functions associated with common processes across multiple applications. Adopt Agile techniques to enable modular and quicker deployment of services. Use of industry standards to enable B2B possibilities Eliminate duplicate system tasks. (Single sign on, duplicate data entry)

1.8 Key benefits Process simplification – achieved through eliminating redundancy, standardisation, promoting re-use, resolving semantic issues Better Governance and Compliance – achieved though greater transparency of information and visibility of transactions Increase management bandwidth Better organisaton and management of both structured and unstructured information Reduce the administrative, operational, and integration cost through reducing duplication of effort, more efficient use of technical tools. Enterprise Agility by reducing the technical dependencies and deploying modular service based solutions designed to resolve a specific business issue Enable the monitoring of business processes. Enable analysis and predictive modelling to forecast results of business decisions Single view of information in the enterprise – semantic reconciliation

1.3 Governance Compliance with Sarbanes-Oxley Data needs to be owned by the right people Processes need to be owned Use of and access to data and services needs to be segregated Changes to data may need to be recorded and approved Access to services, applications and data need to be secure and adhere to the IT password policy

1.5 Creating a Process Centric Environment A series of actions, changes, or functions bringing about a result Celerant’s Processes Sell Projects Build relationships Market our Services Meet potential clients Develop offerings Deliver Projects Resource Define Project Management Collect Cash Invoice Collect Corporate Services Buy services Define strategy Budget

1.5 Creating a Process Centric Environment You can’t improve what you can’t measure

Creating a business centric environment Elemental Business Services Installation Scheduling Bill Presentment/Payment Process Customer Order Composed Business Service Check Customer Status Verify Customer Credit Determine Product Availability Look-up Customer Discount Calculate Shipping Charges Existing Systems PSR Interaction HRIS T and E CODA P and C Touchpoint

1.6 Managing Information as an Asset - Reference Architecture Semantic reconciliation Data quality and profiling Data management through ownership and stewardship Subject based (People, Projects, Revenue Recognition)

Managing Information as an Asset

Information and Performance Management Topography INFORMATION MANAGEMENT DATA INTEGRATION EXTRACT TRANSFORM LOAD DATABASE REPLICATION ENTERPRISE INFORMATION INTEGRATION INFORMATION LOGISTICS AGENTS ENTERPRISE APPLICATION INTEGRATION METADATA REPOSITORY STANDARDS/ ORGS ADAPTERS DATA QUALITY DATA PROFILING DATA CLEANSING ENRICHMENT ARCHITECTURE DATA WAREHOUSE OPERATIONAL DATA STORE DATA MART MULTI-DIMENSIONAL DATABASE DATA MODELING COMMERCIAL MODELS STAR SCHEMA MODELING TOOLS PROJECTS CONSULTING JUSTIFICATION & BUDGETING ROLES/ RESPONSIBILITIES SYSTEM PERFORMANCE DBMS ACTIVITY MONITORING QUERY MANAGEMENT HOSTING/ OUTSOURCING DASHBOARDS PROF.ANALYSIS Fin.Cons. BP&F PLANNING FORECASTING AUDITING COMPLIANCE AD-HOC VIZ. METHODOLOGY ABC BPM DRIVER=BASED OLAP DATA ADMINISTRATION OTHER STANDARDS STEWARDSHIP/ OWNERSHIP SHAREHOLDER + ANALYST RELATIONS CVA MODEL MGT IDENTIFICATION/ MATCHING STANDARD- ization GOAL SETTING DATA INTEGRATION PARALLELization Link to CRM SALES / MKTG SUPPLIER MFR / DISTRIB ERP HR / FINANCE WEB [INDUSTRY ] POLICY/ GOVERNANCE INFORMATION VALUE PERFORMANCE MANAGEMENT

Using technology more effectively - SOA Use the right tool to do the right job Standardisation is key Accept heterogenity and reduce the dependency on technology Slice and dice applications to create services and allow more flexibility for delivery mechanisms

Using technology more effectively - architecture Figure 2 - Desirable Applications Architecture

Initiatives for 2006 Mar 2006 Biztalk implemented CRM & RI implemented BACS implemented P and C implemented Agile adopted Phase 1 DataMart complete Phase 1 Data Profiling complete Phase 1 Process mapping complete Phase 1 Data Owners identified

Initiatives for 2006 Jun 2006 KM solution implemented Business Objects XI Implemented Phase 2 DataMart complete Phase 2 Data Profiling complete Phase 2 Process mapping complete Phase 1 Processes measured and analysed Data Stewarding begins

Initiatives for 2006 Sep 2006 HRIS implemented Learning and Training Implemented Phase 3 DataMart complete Phase 3 Data Profiling complete Phase 3 Process mapping complete Phase 2 Processes measured and analysed Phase 1 Processes optimised and measured

Initiatives for 2006 Dec 2006 BI Dashboard implemented Data profiling complete Process mapping complete Processes measured and analysed Processes opitimised & new business services and orchestrations identified

1.7 Metrics OE of processes TCO of processes Time to deploy new services TCO of services Data quality measures Number of inaccurate reports. Time to reconcile data Number of semantic differences in the enterprise Number of compliance failures due to process deviation Business Intelligence metrics

1.1 Milestones SQL 2005 2005 2006 2007 2008 SQL 2000 ETL OLAP MDX Data Ownership Data Modelling Data Clean up Digital Dashboard EIM SOA SODA Data Stewardship Data Entry Validation Agile SDLC XML Web Services Business Process Mapping

Issues The benefit and cost of investments are not monitored and measured. Systems take too long implement. Supporting processes are not clearly understood Measurable objectives are not defined Processes efficiency and effectiveness is not understood Lack of visibility of activities in a process Measurement of activities and processes is a manual task Inconsistent processes Data quality is poor. Cost of poor data quality is not understood Lack of ownership and accountability No processes installed to manage the integrity of data Semantic differences Not utilising opportunities to automate integration of information Analytical information does not identify business issues Accuracy of reports is difficult to measure Poor reporting architecture Lack of KPI’s

Enterprise Architecture

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