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IT Development Effectiveness
IT Management Effectiveness
IT Operational Effectiveness
Phase III – IT Quality (TQM/IS)
Strategic Data & Technology
Platform
Strategic Development
Capability
Core Application Architecture & Implementation
Plan
IT/Business Partnership &
Education Plan
Phase II – IT Plan
Positioning Core Competence Management
Phase I – IT Strategy
“Where We Need to Go”
“What We Need to Get There, and When We Need It”
“How We Will Get There”
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Phase II – IT Plan
• Document Business Strategy from existing knowledge, strategy documents, and limited executive interviews
• Conduct IT strategy Executive workshop
• Identify implicit IT strategy• Assess IT/strategy
alignment
Assess Current IT/Strategy Alignment
• Document Best Industry Practices in critical areas
• Conduct technology scan• Define implications for
business strategy
Identify IT Impacts on Business Strategy
Draft IT Strategy Alternatives
• Identify IT enablers or new business strategy components
• Identify IT enhancers of existing business strategy components
• Identify IT inhibitors of business strategy
Phase I – IT Strategy
Refine IT Strategy & Development Consensus
• Review IT strategy with profit center management
• Provide IT inputs to profit center strategy
• Conduct executive review session to build consensus
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IT Development Effectiveness Programs
IT Management Effectiveness IT Operational Effectiveness
Phase III – IT Quality (TQM/IS)
Phase II – IT Plan
• Define strategic data & technology platform
• Define strategic development capability• Develop core application architecture and
implementation plan• Define business IS/partnership plan
– Structure and staffing– Rules and responsibilities– Performance measures and
reporting• Define user and education training
programs
Develop and FinalizeStrategic IT Infrastructure
• Assess current applications• Assess current databases• Assess current technology• Assess current organization and
management• Identify short term quality improvement
action for IS
Assess Current IT/Strategy Environment Review Current Business Processes
• Develop high level process model• Develop high level data model• Identify high potential process
improvement opportunities (expensive, non-value adding, etc.)
• Identify short term quality improvement actions for the business
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I/S StrategyComprehensive business driven strategies are defined for evolving I/S’s organizations, architecture’s, and applications
Business and I/S AlignmentI/S plans and strategies are fully supportive of business culture, needs, and direction
Priority AlignmentBusiness/technology dependencies are identified and priorities are established for both areas to provide maximum value with minimal waste/costs.
Strategy and Direction Best Practices
Vision/ArchitectureA business description of I/S's technology, data, applications, and organizational direction is available and communicated to management and staff.
OrganizationStrategies and plans are used to develop and maintain an appropriate mix of internal and external resources and skills for both the I/S and user environments.
Migration PlanningA transition plan guides the activities, schedules, and milestones for achieving the goal architectures and business systems.
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Human ResourcesProvide the required level and maintain career planning, performance evaluation/reward. and compensation programs to ensure protection of human resource assets.
I/S SkillsMaintain skill evaluation and training programs for I/S staff and appropriate business staffs.
OutsourcingMaintain a cost effective balance of internal and external resources. Maintain awareness of sourcing
Resource Management Best Practices
OrganizationMaintain appropriate logical and physical organizations to support the company's culture, use of information technology, and support of business needs.
Business SkillsI/S staff has the required understanding of the company's culture and business practices to effectively contribute more than basic technology expertise for supporting business systems.
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BudgetingSupport the company's planning and budgeting processes by translating I/S's business drivers into budgeted resource requirements and maintain effective control and reporting.
Cost/Benefit ManagementAdopt a program to ensure peer and senior management understanding of the investment and support costs for I/S's products and services and share in the identification and realization of business benefits.
Financial Management Best Practices
Risk ManagementFinancial controls are required for all project activities and acquisitions to minimize financial risk from project overruns, unauthorized financial commitments, and delays in recognizing run-away costs. Potential financial losses resulting from the accidental or deliberate destruction of data or systems must be identified and managed.
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Applications Portfolio ManagementApply asset management concepts to ensure the application systems are measured, monitored, and managed to effectiveness, performance, financial, and quality goals at reasonable support and operating costs.
EducationStaff participates in ongoing education and training programs in support of the organization's objective to continually increase the level of quality for all aspects of the business.
OwnershipA "Quality Belongs To Everyone" attitude is present throughout the organization which encourages each individual to understand the company's quality commitment and to assume ownership for improving quality for all job related activities.
Quality Management Best Practices
CommitmentThe I/S department should be recognized by other business units as having a serious commitment to deliver the best service and products without compromise. Quality Assurance and Quality Control concepts are included in I/S methodologies, procedures, and practices.
Performance GoalsUsing accepted measures, monitor all service activities to ensure they are executed in a manner which continually meets or exceeds expectations.
Continuous ImprovementChannels are open for improvement suggestions and individuals are recognized for initiative and creativity in improving the overall quality of services and products.
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Project OrientationI/S initiated changes (e.g., application systems, software releases, new technology, personnel, etc.) should be performed with a project discipline. Tasks schedules, expected results, and controls should be identified and managed to prevent business disruption.
Quality AssuranceQuality Assurance reviews are conducted, for all projects resulting in significant business or technology change, to ensure that the appropriate activities are scheduled and performed, qualified resources are assigned, and controls are identified and used. Quality assurance has an active project role with authority and accountability for ensuring quality results.
Change Management Best Practices
Quality ControlKey development and operations activities are subject to formal quality control inspections to ensure that the activities are being performed in accordance with the company's and industry standards and accepted practices. Quality control activities will often extend beyond I/S into the user and internal audit groups.
Culture ImpactAlthough some I/S initiated changes are intended to change the behavior of specific groups, the change process should consider the cultural constraints of the organization to avoid rejection or indifference.
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Business ImpactAll areas of the business which are directly or indirectly affected by the I/S initiated change participate in planning, testing, and acceptance. This ensures that business staffs and management are properly trained and positioned to use the new process and that the change will immediately provide the planned business benefits.
Change Management Best Practices
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MetricsAppropriate measures are defined for quantifying service levels and systems are in place to collect information for performance analysis.
Service AgreementsFormal definitions of what services will be provided, roles and responsibilities and how the services will be measured are available for key services provided by the I/S department.
Service Management Best Practices
Achievement/PerformanceOn-going reviews are conducted of all services and service providers which result in improvement programs or recognition of excellence for specific groups or staff.
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PoliciesThe I/S department's "Rules of Conduct" are consistent, known, enforceable, and reflect the company's business, ethical, and management values.
ProceduresThe administrative "how to" guidelines are understood, used, and available for reference and new employee orientation.
SecurityA comprehensive security protection program is evident to protect the company's identified resources from deliberate or accidental loss of confidential or critical assets.
Administration Best Practices
StandardsAdministrative standards are used and enforced to help guide the performance and activities of the staff, e.g., performance reviews, timely reporting, conduct.
ContractsPrudent contract control and administration processes are enforced to ensure business protection, standardization, enforceability, renewal leveraging, and safe business practices.
Business ResumptionBusiness risks and critical I/S dependencies are identified and plans, resources, and procedures can be readily activated to expediently and safe restore key I/S and business staff operations.
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Life Cycle ManagementApplications are managed as business assets with each having investment costs, operating expenses, and value. Each key application's condition and expenditures are tracked to manage cost effectiveness and to maximize resource value.
Functional Quality ManagementKey systems evolve with the business to help ensure that they support changing business requirements and that the business staff are not required to develop alternate processes to offset systems deficiencies.
Applications Best Practices
Technical Quality ManagementStandards and quality control techniques are used to help ensure that key systems' technical underpinnings and architecture are protected from premature obsolescence.
Maintenance ManagementExisting systems are modified/enhanced in a timely manner to reflect current business requirements. Maintenance is managed on a software release basis, when appropriate, to minimize complexity and maximize asset longevity.
Documentation ManagementA cost effective process is consistently used to ensure continuity of knowledge and understanding of all products and services developed and supported in the I/S environment.
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Project ManagementProject management, involving business and all appropriate I/S functions, is established for all significant changes. Minor maintenance changes also require a project discipline for change control and software maintenance.
Data ManagementData is logically organized and managed to ensure accurate and timely reflection of business activity with minimal duplication and barriers to access.
Development and Maintenance Best Practices
Request ManagementBusiness staff understand and use an official channel to request I/S services. Appropriate checks and balances are in place to effectively prioritize requests based upon need, business plan, and cost benefits.
StandardsStandards for developing new products and services are established and understood by all staff members. Managers and lead staff are accountable for ensuring that new/modified products and services conform to accepted standards.
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MethodologiesPractical and appropriate methodology are consistently used to guide the I/S department's project activities to help ensure leveraging of staff resources, maximize system life cycles, and enhance team reporting and communications.
Development ToolsAppropriate development tools are used to improve staff effectiveness and efficiency and increase systems life cycles. Staff is trained and the portfolio of tools and techniques support one another.
Development and Maintenance Best Practices
Alternative TechniquesAppropriate analysis is conducted to ensure that alternative resourcing, design techniques, and technologies have been prudently evaluated to maximize the company's systems development investments.
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Problem ResolutionUsers (business and I/S) have a means of reporting problems and obtaining assistance in resolving I/S related questions and/or issues.
Responsiveness TrackingMetrics are used to track service request to monitor service responsiveness in addition to initiating corrective action projects to eliminate frequently occurring questions/problems
End User Computing AssistanceI/S assistance is available to help business staff in using distributed technologies within the parameters agreed to by the business.
Support Services Best Practices
Help DeskA service organization, specializing in emergency and production level assistance, is available to all business users during all scheduled business hours.
Technical TrainingTechnical skills improvement programs are conducted for both I/S and key business staff to ensure effective and appropriate use of software, equipment, and communications.
Technology CoachingIn conjunction with other services, special coaching sessions are available to help sharpen the skills of both I/S and business staffs in the effective use of more advanced and complex technologies.
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Expectation ManagementNew direction, projects, and all key changes are regularly communicated to all levels of management and staff (business and I/S) to minimize misunderstanding and false expectations of availability, functionality, costs, use, and benefits.
Client FocusThe I/S department has a reputation for understanding the business needs and priorities and provides leadership and guidance toward ensuring the business maximizes the use of technologies, systems, and available information.
Relationships Best Practices
On-Going CommunicationsI/S staff and management is actively integrated into the business organization at all levels to openly discuss I/S activities as they relate to the business. Communication with the business goes beyond status reporting and selling new concepts.
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Capacity ManagementAll I/S hardware, software, and communications resources are continually monitored to ensure that sufficient capacity is available for changing business needs and new I/S activities, and that sufficient cushions (internal and external) are available for peak demands.
Vendor ManagementVendor roles and responsibilities are understood by all parties and managed by I/S to ensure that the company is receiving maximum value for acquired products and services by influencing, as appropriate, revisions, service offerings, and problem resolution.
Technology Best Practices
Research and DevelopmentI/S has sufficient visibility of the company's needs and new technology offerings to guide the evolution of technology resources and tools to maximize short and long-term value to the business.
Computing ManagementThe technology infrastructure evolves to mirror the business by responding to business, organizational, and geographical needs.
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Customer FocusA "customer service" attitude is evident in the organization. Operating and organizational changes are always validated to determine their impact to the business and customer service.
SchedulingAvailability of all technology resources are understood by the business and strict operating and support schedules are maintained and managed as a key component of customer service.
Operations Best Practices
Performance StandardsMetrics, identifying standards of performance, are consistently used to monitor and improve services,. Performance standards will often apply to both the I/S and business organizations and should be jointly developed
ResponsivenessTechnology and staff responsiveness continually meet or exceed the business's expectations. A technology plan, driven by usage information and tuning programs, is managed to ensure customer responsiveness meets or exceeds quantified expectations
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Backup/RecoveryAll data files and program libraries have adequate versions readily available for rebuilding and normal processing in the event of loss or error. Backup and recovery processes are incorporated in all system's designs and changes.
Operations Best Practices
Contingency ManagementAll critical technology operating activities are seamlessly integrated into the company's business resumption procedures. Plans are developed and tested periodically for timely rebuilding/resumption of critical computing activities.
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Physical Network
SNAAPPN
Common Transport Semantics
Presentation Services
Data Access Services
Applications and Development Tools
OpenDoc & VisualAge
Application Services
TCP/IP OSINETBIOS
IPX
Object Mgmt. Services
MultimediaP-to-P
MultimediaP-to-P
Print/ViewPrint/View
User InterfaceUser Interface
FilesFiles
Transaction Monitor
Transaction Monitor Workflow ManagerWorkflow Manager MailMail
Communication Services
Conver-sational Model
Conver-sational Model
Communication Services
Object ManagerSOM/DSOM
Object ManagerSOM/DSOM
Directory X.500Directory X.500
WAN Channel EmergingLAN
Database Digital Library
Database Digital Library
Security KerberosSecurity Kerberos
TimeTime Transaction Manager CICS
Transaction Manager CICS
Remote Procedure
Call
Remote Procedure
Call
Messaging Queuing
MPI
Messaging Queuing
MPI
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New information systems
Transaction and messaging middleware
Development toolsAccess and analysis tools
Decision Support Systems
Decision Support Systems
On-Line complex processing
systems
On-Line complex processing
systems
Transaction processing
systems
Transaction processing
systems
Data-access interfaces
Data transformation products
Data Managers: RDBMS’s, multidimensional databases
Metadata catalogEnterprise data
Legacydatabases
Externaldata sources
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CONFIGURATIONMANAGEMENT
CONFIGURATIONCOMPARISON
GUIDES,PROMPTS &SCRIPTING
LEAD/CALL ROUTER
ACTIVITIES MANAGEMENT
GLOBAL UPDATE
CONTRACT MANAGEMENT
LISTMERGE/PURGE
ACCOUNTPROFILE
MAIL/FAX MERGE
ACCOUNTCREATION
REPORT.,ANALYSIS &
METRICS MGMT.
PROSPECTINGMESSAGING
NEGOTIATIONDOCUMENT
PROCESSOR
ORDERENTRY
SECURITY
FOLLOWUP
DATA ENTRY
SALES TRACKINGRECORD
LINKS
PRODUCTLITERATURE
SEARCHINGCUSTOMER
SEGMENTATION
BROWSINGCHANGE
MANAGEMENT
PRODUCTCOMPARISON
DELAYEDTASKS
EXPERTSINTELLIGENTADAPTATION
AD-HOCQUERIES
METRICSMANAGEMENT
ASSETMANAGEMENT
LEAD/CALL ROUTER
LICENSEMANAGEMENT
CUSTOMERSEGMENTATION
CATALOGPRODUCT LIBRARY
ADOBEPRODUCT & SERVICE
SOFTWAREDEMO LIBRARY
INTERNALCATALOG LIBRARY
ISVADLIBRARY
FAST FAXSERVICE
PERIODICALLIBRARY
LITERATURE& SPEC LIBRARY
EBBLIBRARY
PRODUCTBINARY LIBRARY
SOFTWARETEST LIBRARY
ON-LINEDOCUMENT LIBRARY
SERVICELIBRARY
CONTACTMANAGEMENT
DSS
CODE
METERING
SEARCHENGINE
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The network-centric view requires that the primary focus reside at the WAN level
Processes, key capabilities and control are managed at the WAN level, extending down to the various sites, LANs and finally the desktops
Unlike a location-centric view, resources to service a call are location transparent to the caller
VS.
Call Center
Call Center
Caller
Call Center
Location Centric View
Network
Call Center
Caller
Call Center Call Center
Network Centric View
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Electronic Commerce
InteractiveSystems
Telecommunication
Media/Advertising
Database & InformationMarketing
Teleservices
CommunicationsServices
MarketingServicesCustomer Tracking &
Usage MeteringOn-line Services
PurchaseAdvisoryServices
EvolvingElectronic
Environments
SatisfactionMeasurement
Evolving Electronic Environments Applications
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ApplicationsElectronic forms, Intelligent Call Routing, Resource Scheduling,
Shared Customer Database, CICS & OLTP, X.400, EDI, Mail Exchange Getaways
AIX, OS/Z, VMS, MVS, UNIX, WROU 32, Windows NTOperation System and Transport Services
SNA, TCP, APPC, IPX, LU/6.2, Others
ThreadsSockets
Other Distributed ServicesDCE–DSOM–SOM–Others
Distributed File ServicesTaligent
TimeDirectory/File
Synchronization
NamingX.500
Other Fundamental Services (Future)
Electronic Commerce
API’sPC Integration
CTI–Client AgentSecurityKerberosDistributedKey Encryption• Authorization• Authentication• Notification
ManagementNet View• Configuration• Trouble Tickets• EDS• Lic. Mgt.• Asset Mgt.• Change Mgt.
OSF DCE MODELOSF DCE MODEL
MOM (Message Oriented Middleware)Remote Procedure Call and Presentation Services with OLTP
Supports Multiple ProtocolsPipes, MQ (Message–Queueing), Object Request Broke (ORB)
DISTRIBUTED COMPUTING ARCHITECTURE
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GLOBAL INFORMATION WAREHOUSE ARCHITECTURE
Government, int’l locations, etc.
Government, int’l locations, etc.
Document database
Internal directory synchronization
Document database
E-mail directory
E-mail directory
External aliases
VAN or PDNMultiple
enterprise directory
Trading partnersTrading partners
EC server/switch (access controls)
Standard formatsStandard formats
MappingMapping
Internal formatsInternal formats
Enterprisedirectory server
Updates
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PARTNER ENTERPRISE LINKAGES
Packaged queryPackaged query Query generatorsQuery generators Scheduled updateScheduled update Request to updateRequest to update
Shared (or standards-compliant) data dictionary (meaning)Shared (or standards-compliant) data dictionary (meaning)
Your Partners’ Views of Your Data
Enterprise Data ArchitectureShared (or standards-compliant) data dictionary (meaning)
Security GatewaySecurity Gateway
Public Data Gateway
EC ClearinghouseDirect access for
specific apps.
Direct access for specific apps.
Integrity checkerIntegrity checker Integrity checkerIntegrity checker
Security Gateway
Security Gateway
ODBC or IDAPI
External data gateway
Business application(e.g., inventory mgmt.)
Business application(e.g., transportation)
ODBC or IDAPI ODBC or IDAPI
Functional-specific dataFunctional-specific data
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CLIENT ENTERPRISE INFORMATION DISTRIBUTION
Administrator workstation
Create TP profiles
Direct link
Business documents•Price lists•Advanced shipping notices/purchase orders
•Technical manuals
One-time setup•Standard•Mapping rules•Edits
Assembly/disassembly
Document data
E-forms/E-mail
E-forms as user interface
ApplicationApplication/database
TranslatorTrading partner
VANs
Internet
Central EC repository
Stds. compliance
checkingSemantics DB
Source: Phillip Morris, Modified by Gartner Group
30
Online Transaction Processing with Embedded Metering
OODB Management
Business Process
Business Objects
Business Rules
• Process start and termination conditions
• Identification of activities within a process, applications and data
• ID data types and access• Definition of transition and flow
rules• Information for resource
allocation decisions
Workflow Engine
• Process flow modeling• Simulation and animation• Automatic map generation
Integrated with BPR Functions
Format Conversions
Content Publishing Engine
• IBM Flowmark• Action Technologies• ICL• ViewsStar Corporation
• Documentum EDMS• Electronic Books• Adobe Acrobat
• Illustra• Navisoft
• Gemstone• Object DB
Event Queues and Event Managers TP
Monitors
Event Queues and Event Managers TP
Monitors
• IBM MQI• Notes
Activities (Verbs/Tasks) Messaging (MOM)Messaging (MOM)Workflow Engine with
Integrated BPR FunctionsDigital Content Library
Content Publishing Engine
Electronic Channels & Vehicles
Creative
Fulfillment
Prospect
Member
Marketing
Billing
HTML
SGML
Internet
IBM LAN
Legacy GatewayLegacy Gateway
• Security• Data model• Client/server• Directory services• Messaging backbone• Database infrastructure• Common user interface• Data access or data sharing• Network design & management• Work-flow, groupware deployment• E-forms & document management• Application interfaces & development
Enterprise Strategies
Activi
ties
Creat
ing
Plannin
g
Editing
Viewing
Printin
g
Publis
hing
Faxing
e-m
ailing
Storin
g
Anota
ting
Mer
ging
Distrib
ution
Man
aging
Collab
orat
ive
Retrie
val
Searc
hing
FTPing
Traf
ficing
Design
ing
Imple
men
ting
OLE Interoperability
Component GT
Taligent Interoperability
(future)
Other
(future)
Bento
OpenDoc Compound Document Services
OpenDoc Interoperability Services
OpenDoc Compound Document Services
OpenDoc Storage Service
OpenDoc Object Management Services (SOM)
CORBA Compliant ORBs
Scripting
OpenDoc Automation
Services
• OpenDOC Frameworks• IT Solutions• SOM/DSOM VPN
Lotus Notes
WWW
Kiosk
PDA
ITV
ScreenPhone
Disk
Internal Web Site
Proxy server for internal access
External Web Site
ENTERPRISE ELECTRONIC INFORMATION EXCHANGE
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ELECTRONIC CATALOG APPLICATION
Product Library
Material Mgt.
Secure PaymentProcessing
Billing
Remote WS
Accounting
Logistics Management
decryption - decompression
Auto-Install
mailbox
GUI metering
GUI
GUI
Multi-Media
Desktop WS
Order Fulfillment
Exception Processing
Inventory Control
Schedule & Routing
Encryption & Compression
Order Configuration
Report Generation
MIS Reports
Document Preparation
e- Catalog
Demo Library
Training Library
Advertising Library
Internal Corporate Catalog
Product Reviews
GUI
Multi-Media
Multi-Media
SGMC
RDF
Text
Image
Video/Audio
User
Product
License
Transaction Database
GUI
GUI
GUI
Publisher Adm. WS
Distributor Adm. WS
News Media
Adm. WS
Host System
Electronic Funds
Transfer
Content Database
HelpDeskAdm. WS
Met
erin
g
Sea
rch
Eng
ine
Online
WWW
Kiosk
PDA
ITV
ScreenPhone
Technical Descriptions
Publishing Database
Document Management
System
Digital Content Library
OODB Management
Multi-Media
Common Carrier
Snooper
Member/Prospect Database
DeskTop Client GUI Electronic Vehicles Content Object ServerDigital Content
LibrariesTransaction Systems
Channel Supplier Fulfillment and Logistics Interface
Electronic Message Delivery
Electronic Data
Interchange Server
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EVOLUTION STRATEGY
Identify near-term requirements
Conceptual design Functional specProcure off-the-
shelf hw/sw
Option 1Field Test
Analyze results (Business case)
Option 4Development
Option 4Limited deployment
Option 4Full deployment
BPRDefine process
changesImplement process
changes
Define/implement architecture
changes
Mega Center development
Consolidation
Develop End-State
VisionEnd-State
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TRADITIONAL SUPPLY CHAIN MANAGEMENT
Brokers Forwarders Support Reps
Distributors Sales Agents
Jobbers Warehouse Retailers
EnterpriseCustomers and
Prospects
1980 – 1995 Market Intermediaries = high cost and inefficiency1980 – 1995 Market Intermediaries = high cost and inefficiency
Source: Gartner Group
34
CURRENT “IT” INFRASTRUCTURE COMPLEXITY
Mix and Match Technologies
etc . . .
Dial Up or Leased Lines
Glass – House
Headquarters
Branch Office
Token Ring Attachment
37453745MVSMVS
CICSCICS MWMW IMSIMS DB2DB2 TSOTSO
VTAMVTAM
IBM 3745 FEPIBM 3745 FEP
Server DatabaseServer Database
AIXAIX
MWMW
TCP/IPTCP/IP
EthernetEthernet
Loan OfficerLoan Officer
OS/2OS/2
MWMW
IPXIPX
EthernetEthernet
Financial AnalystFinancial Analyst
SUN OSSUN OS
MWMW
TCP/IPTCP/IP
Query Appt
OS/2
MW
IPX
Token Ring
Query Appt
WINDOWS
MW
IPX
Token Ring
File Server/“Gateway”Netware 3.11
File Server/“Gateway”Netware 3.11
Token RingToken Ring
MWMW
TCP/IPTCP/IP IPXIPX SNA LU6.2SNA LU6.2
EthernetEthernet Token RingToken Ring Token RingToken Ring
EthernetEthernet
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STN-PROVIDES THE GLUE
Remote ScratchTicket Invocation & Message Flow
APIAPI
Other ClientsOther Clients
E-commerce Shopping BasketE-commerce Shopping Basket
Process User Purchase RequestProcess User Purchase Request
e-commerce Server Components:• e-catalog, shopping cart• payment processing • business logic & Workflow• certification/authentication• backend legacy interface
e-commerce Server Components:• e-catalog, shopping cart• payment processing • business logic & Workflow• certification/authentication• backend legacy interface
Format User Reply/StatusFormat User Reply/Status
STN Data CenterSTN Data Center
DSS/Data MiningDSS/Data Mining
Session/Context ManagerSession/Context Manager
Return ResultsReturn Results
Database LookupDatabase Lookup 1-2-1 Personalization Engine1-2-1 Personalization Engine
Thin-Client BrowserThin-Client Browser N-Tiered Server LogicN-Tiered Server Logic
ScratchTicketMethod Calls
ScratchTicketMethod Calls
ScratchTicketObject
Invocation
ScratchTicketObject
InvocationHTTP/CORBA IIOP & RMI
HTTP/CORBA IIOP & RMI
e-commerce Server API
e-commerce Server API
Amazon.comAmazon.com
Profiling:•Heuristics•Demographics•Poling/surveys•Preferences
Knowledge Mgt.:•Digital Assets•Content (HTML)•Documents
Intelligent AgentIntelligent Agent
STN Data CenterSTN Data Center
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Culture“The way we do
things around here”
Culture“The way we do
things around here”
Communications“The way we position
our value”
Communications“The way we position
our value”
Business Processes“The way we operate
to add value”
Business Processes“The way we operate
to add value”
Organization“The way we structure
for competence”
Organization“The way we structure
for competence”
Information and Technology“Our work tools”
Information and Technology“Our work tools”
Management Systems“The way we
support performance”
Management Systems“The way we
support performance” Continuous Improvemen
t
Continuous Improvemen
t
• Decide• Create• Manage• Communicate
• Disagree• Learn• Value• Negotiate
• Competitive positioning• Messaging• Segmentation• Integration• Customer feedback loop
• Measure feedback• Reward• Train in fundamental
competence
• Data/Databases• Information• HW/SW/Networks• Voice mail/E-mail/EDI/WWW• Advanced technology
• Analyze/Interpret• Strategize/Plan• Organize/Design• Train in skills• Hire, staff
• Develop products• Fulfill orders• Serve customers• Manage markets• Plan, resource, control
Strategy
Strategy
External Forces
External Forces
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It’s not easy (or fun), but coming up with an accurate budget is the only way corporate networkers can keep from being blindsided by overruns and unexpected expenses. Here’s what it takes, step by step:
• Compile a detailed inventory of the network/IT infrastructure, including components, services, and personnel.
• Determine how much is being spent on the infrastructure. Be sure to figure in:
– Maintenance agreements (software and hardware)
– Support contracts (software and hardware)
– Communications services (monthly fixed charges and usage-based costs)
– Salaries (including market adjustments and standard merit increases)
• Decide whcih aging, obsolete, or overburdened parts of the infrastructure must be replaced.
1996 Network/IT Expenses
• Identify the major business initiatives planned for the coming year.
• Determine the implementation, acquisition, and support costs that will allow netqork/IT to support the new business initiatives.
• Ascertain the development/training needs for all network/IT support personnel.
• Find out how many people the company plans to add or drop during the coming year.
• Establish which emerging technologies will be added during the coming year and determine costs of pilot programs.
Find a quiet place to work, lock the door, take the phone off the hook, and build a budget factoring in all of the foregoing expenses and issues. Submit it to the corporate finance committee for approval. Take a week off.
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Director of Enterprise Network
OperationsChief Architect
Director of Business
Systems/Development
Director of Customer Services
Director of Business
Operations
Director of Administrative
Systems
• Manager of network operations
• Manager of enterprise applications
• Manager of Internet services
• Manager of enterprise messaging
• Manager of mobile computing
• Manager of security
• Manager of communications services
• Applications engineers
• Infrastructure/security engineers
• Network operating system, operating system, and platform engineers
• Communications engineers
• Documentation specialist
• R & D lab
• Programmers (desktop, server, mainframe)
• Help desk manager
• Project managers
• LAN administrators
• Manager of financial services
• Manager of contracts/vendor relations
• Data center operations
• All administrative systems programmers
Chief Information Officer
Chief Executive Officer
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Software
• Applications$495 per seat (assuming Microsoft Office suite of applications with mail client)
• Customization$125 x (# of hours) x (# of seats)
• Setup/Installation$75 x (# of hours) x (# of seats)
Infrastructure
• Ethernet$125 per seat (assuming 16-port concentrator)
• Cabling$12 per seat (assuming 25-foot cables to outlet and concentrator
• Routing$75 per seat (assuming $4,800 per high-end-router port)
The Hidden Costs of Network Ownership
Personnel
• Network administrator$65,000 per year (full-time)
• Applications Support$55,000 per year (full-time)
Planning
• Network and system design$41,250– based on a 200-node network with Microsoft Office and e-mail, two protocols, one router with collapsed backbone,, 64-user segments, 10Base-T concentrators, and Category 5 cabling
