Enterprise Analysis

7/14/2019 Enterprise Analysis

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Enterprise Analysis

Prof Pradeep Pendse

Dean IT/Business Design & Innovation

Welingkar Institute of Management

[email protected]



Enterprise Analysis

Please read the Chapter on Enterprise Analysis from the

IIBA bok as also the overall framework of the IIBA



Enterprise Analysis

Business Strategy Frameworks• Michael Porter’s – 5 Forces Model• Value Stream Mapping

Biz/Info architecture & Context

• Business Architectural Metaphors• Zachmanns Framework• Other Business & Org Factors

Info & IT Strategy Alignment

• Critical Success Factors• Alfred Chandler’s• SIA framework

Technology Context/Planning

• Nolan’s EDP Lifecycle

• McFarlan’s Strategic Grid

• As-Is Technology & Platforms

• Technology Diffusion – Moore• Gartner’s Hype Curve

• Gartner’s Magic Quadrant

Evaluating IT Strategy/Investments

• Verifying Alignment• Appropriate criteria and methods

• Portfolio Approach



Study of the Competitive Environment



Business Strategy of the Firm



Architectural Metaphors for

Business, Org and Infomation



Information Architecture - Metaphors

• Digital Nervous System

• Onion Peel

• Information Bus

• Layered Architecture

• Service Oriented Architecture

……….





Other Factors

• Influence of Group level structures

• Industry Standards

• Regulatory Requirements

• Structure and Role of The IT Organisation

• Organisation Culture

• Energy Cycle

• Extent /Nature of Transformation/Innovation and Change envisaged

• Experience with Technology

• As-Is Technology Environment• Context of Partner Organisations

• Risks



the Role of IT

Business Strategy IT strategy

IT Infrastructure And Processes

OrganisationalInfrastructure

And Processes

Functional

Integration

Functional

Integration

Strategic fit Strategic fit



Maturity of Demand & Supply

IT is a Facility

IT is a service

IT is a partner

IT is an enabler

Maturity of demand

M a t u r i t y o f s u p p l y

Conflicting interests

Demand pull

Conflicting interests

Technology push



IT Performance Management Grid

Infrastructure

Value addedservice

IT Demand

Application

Services

Business Support IT Based offering Mission Critical

I T S u p p l y



Aligning Information to Business Strategy

--Information Needs keep changing

Identify what is Critical for Business success and align systems

Alignment needs to be done every year since critical success factors change



Newer Dimensions of Information Needs

• Type of Data and Information

• Informating & Learning

• Knowledge Discovery

• Innovation & its Process

• Customer Bonding

• Market Sensing• Governance/ Risk/Compliance

• web2.0/ User Generated content

• New Organisational architectures

• Life Cycle View of Data and

Information• Pervasive Technologies – mobile

Self Control

Info for control should• help People Succeed• Should be captured at source• MIS should not take up Effort



Information Strategy-Information for Strategic Advantage

Add Value

Create New Reality

Reduce

Risk

Reduce

Costs

Competing thru information – Donald Marchand



IT Strategy- Alignment of IT Strategy

Business Strategy Organisational Strategy

Systems/IT Strategy

Alfred Chandler’s Strategy Trilogy



Planning of Info Systems

Nolan’s -EDP LifeCycle

Initiatio

n

Contagion

Integration

AdminMaturit

yDecline



Planning of Info Systems

Nolan’s -EDP LifeCycle

Initiatio

n Contagion

Integration

Admin

MaturityDecline



IT Strategy-Direction of IT Investments

Low High

Low

High

Dependence

Impact

Turnaround Strategic

Support Factory

Warren MacFarlan’s Strategic Grid



IT Strategy-Direction of IT Investments

Low High

Low

High

Dependence

Impact

ATMs in early 90s ATMs in the late 90s

ATMs today

MacFarlan’s Strategic Grid



Portfolio Management Matrix

Low High

Low

High

Financial Contribution

S t r a

t e g i c C o n t r i b

u t i o n

High PriorityMedium/Low Priority

Medium PriorityLow Priority

IT Performance Management – by Wiggers et all



Experience

Outcomes

Events

Transitions

Objects

States

The Choice of Experience related outcomes determines the objects

and therefore complexity Of the business process

Impact of Design for Experiences



Planning of Info SystemsTechnology-Functional Adequacy Model

Low High

Low

High

Technical

Robustness

Functional Adequacy

0,09,0

9,90,9

Scrap/Rewrite



Technology Forecasting & Selection

Peak of Hype

Trough of Disillusionment

Maturity

ERP

E-Biz

RF-IDNano Tech

Gartner’s Hype Curve



Technology Forecasting & Selection

P r o d u c t V i s i o

n

Ability to Execute the Vision

Low

High

Low

SAPRamco Marshall

Retek (retail ERP)



Feasibility and Evaluation

Functional

EconomicTechnical

Project

M t hi P j t t T h i



Matching Projects to Techniques

Investment Match Eval Techniques with Tasks on Hand

B

E N

E

F

I

T

Return on Mgmt

Performance

Metrics

NPV

Competitive

edge

R&DSoft

Hard

Info Econ

Cost Benefit

Risk Analysis

Costs‘Soft’Hard



A Note on Scope

• Functional Scope

– Boundaries marked on Flow Diagrams

– Objects, Events, States and Transitions to be included

– Business Rules and Decisions to be supported

– Use Cases – Interfaces

• Non-Functional Scope

– Quality of Code etc

• Enterprise Context and expectations

• Business Context and Expectations• Project Scope

• Contract Scope



Thank You

[email protected]

Documents

Enterprise Analysis