enterprise information architecture
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Sesi 3Enterprise
InformationArchitecture
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Executive Dashboard
Executive Dashboardis an intuitive, 100% web-based
Executive Information System (EIS)that allowsmanagers to easily monitor key performance indicators(KPI) for improved performance and accountability.
This business intelligence software easily allows you toexecute strategy, improve business processes, gaincredibility in the marketplace and realize corporateperformance 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?
Information CenterInformation Center
Enterprise Information SystemEnterprise Information System
Executive
Dashboard
EnterpriseApplications
Data Mining, Datawarehouse,Web Technology
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How Executive Dashboard could come to reality?
Information CenterInformation Center
Enterprise Information SystemEnterprise Information System
Executive
Dashboard
BusinessBusiness
EnterpriseInformationArchitecture
EnterpriseInformation
Architecture
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Enterprise Information Architecture
Linking an enterprise strategic plan with its
enterprise data architecture, enterpriseapplication architecture and enterprise technicalarchitecture results in enterprise information
architecture.
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Enterprise Architecture (IT Architecture)
The C4ISR ArchitectureFramework
Common Object RequestBroker Architecture (CORBA)
Practical Guide to Federal
Enterprise Architecture Federal Enterprise Architecture
Framework (FEAF)
ISO/IEC 14252 (IEEE Std1003.0)
NCR Enterprise ArchitectureFramework
ISO Reference Model for OpenDistributed Processing (RM-ODP)
SPIRIT Platform Blueprint
Technical Architecture
Framework for InformationManagement (TAFIM)
TOGAF
Zachman Framework
IT Architecture Toolkit
Enterprise InformationArchitecture
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John Zachman
Beberapa sumber menyatakan JohnZachman (Zachman Framework) sebagaibapak dari IT Architecture
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Here are some examples of what really happens whenthere is little or no IT planning, poor IT planning, or un-
integrated IT planning (1/2)
A four-year operational schedulingproject did not makeit into productionbecause the technology plan wasnever synched up with the business and architectureplans.The result: By the time the technology was fixed, thebusiness function was drastically downsized, and the newapplication was overkill.
A critical five-year enterprise database project was still
struggling for acceptance because the project leadershipfocused almost entirely on new technology ratherthan trying to satisfy primary urgent business needs.The result: Funding was cut.
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Here are some examples of what really happens whenthere 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 platformselected.The result: The project faces ongoing delays.
An extremely complex three-year enterprise sales andordering system rewritebecame mired in conflict. Anoverly intricate technical design was completed andbuilding began without a negotiated agreement withinterfacing functions and systems.The result: The project was cancelled.
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Apa yang harus diperhatikan?
Business is involvedin IT planning, and the business
objectives are clearto IT; Diverse business needsand respective IT solutions
resulting from business changes (e.g., consolidations,
acquisitions, resizing) are recognized; Conflicting goalsof 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, andreviewed 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 thebusiness 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 andsoftware
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 3Find 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 wasreusable
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 leadersand decomposed the models for developers The architects selected the top ten projects to propose and developedbusiness metrics for each The architects developed and proposed a compliance process The basic architecture wasunchanged, but significant time and energy were devoted to presenting key components of the architecture in ameaningful 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 foarchitecture 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 thecritical success factors for IT architecture:
A clear understanding of where the business is going versuswhere it is
An architecture scope that covers all the bases in the mostsimple, 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?
26%
16%
31%
27%
Date-driven, when time is up software is released
User decides, may used acceptance testing techniques
Planned testing is completed
Test group decides
Source: Quality Assurance Institute
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Related Environment:
Aset Informasi di Indonesia
Lebih dari 90% perusahaan diIndonesia tidak memiliki klasifikasi
aset informasi perusahaan.
sumber: Dimitri Mahayana & Budi Rahardjo2005
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Connecting Strategy Map to EIALong-Term
ShareholderValueFinancial
Perspective
Customer
Perspective
Internal
Perspective
Learning and
Growth
Perspective
ExpandRevenue
Opportunities
EnhanceCustomer
Value
Improve CostStructure
Increase AssetUtilization
Productivity Strategy Growth Strategy
Price Quality Availability Selection Functionality Service Partnership Brand
Customer Value Proposition
Product / Service Attributes Relationship Image
Operations ManagementProcesses
SupplyProductionDistributionRisk Management
Customer ManagementProcesses
SelectionAcquisitionRetentionGrowth
InnovationProcesses
Opportunity UDR&D PortfolioDesign/DevelopLaunch
Regulatory and SocialProcesses
EnvironmentSafety and HealthEmploymentcommunity
Human Capital
Information Capital
Organization CapitalCulture Leadership Alignment Teamwork
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From Corporate Strategy to IT Masterplan
The Corporate StrategyThe Corporate StrategyThe Corporate Strategy
Current
State
CurrentCurrent
StateStateTarget
State
TargetTarget
StateStateMasterplanMasterplan
The Information CapitalThe Information Capital
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Information Capital States
Transformational
Applications
Analytic
Applications
Transaction
Processing
Applications
Technology
infrastructure
WEBCTI
ITS
PRM
SQA
IVRCTI
WSS
PRM
BPC
CSH
WEBCRM
ICF
CPS
PPM
WEBCTI
OMS
SFA
BPC
CRM
CFS
CPS
PMS
BPC1
1
1
11
1
1
1
1
11
1
1
1
11
1
1
1
11
1
1
1
1
1
Strategic Information Capital portfolio
Strategic
Processes
Transformational
Applications
Analytic
Applications
Transaction
Processing
Applications
Technology
infrastructure
Operational Excellence Customer Management Innovation
Minimize
Problems
Provide
Rapid
Response
Cross-sell
the Product
Line
Provide
Rapid
Response
Understand
Customer
Segments
Provide
Rapid
Response
WEB
ITS
PRM
SQA
IVR
WSS
PRM
BPC
WEB
CRM
ICF
CPS
WEB
OMS
SFA
BPC
CRM
CFS
CPS
PMS
BPC2
6
2
3
3
3
2
3
3
2
3
2
5
6
4
3
3
2
2
2
2
Strategic Information Capital portfolio
1. OK2. Minor Enhancement
3. New Development (On Schedule)4. New Development (Behind Schedule)
5. Major Enhancements Required (No Action)6. New Application Required (No Action)
Current StateCurrent StateTarget StateTarget State
Strategic
Processes
Operational Excellence Customer Management Innovation
Minimize
Problems
Provide
Rapid
Response
Cross-sell
the Product
Line
Provide
Rapid
Response
Understand
Customer
Segments
Provide
Rapid
Response
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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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t e r ima t e r ima kas ih kas ih !!
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