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Business process, application or set of applications. The business and ... in multiple states, multiple jurisdictions across all of US and around the world! ...

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first a level set

The Open Group

Customers

Of “It”

Partners

In “It”

Vendors

Of “It”

Staff

First, a Level Set…
  • The Open Group is
    • Membership
      • Customer members
      • Vendor members
    • Partners
    • Staff
the open group process

Application

And/Or

Problem

The Open Group Governing Process

Concept

Validate

Interest

Initiate

Group

Generate

Seed Message

*

Formalize

Group

Gen market

interest

Understand

Requirements

*

Develop

Specs

Commit to

interoperability

*

Commit to

conform

Develop

Conform plan

Involve others

Improve

Specs

Dev

Conf. Test

Sell certified

product

Certified

Products

Maintenance

Certify for

conformance

*

Infrastructure Processes

External organizations

Operators

Buyers

Manufacturers

Appl.Providers

Procure certified

product

The Open Group Process

Goal: Market Uptake

* - Promotion

the open group mission
The Open Group Mission
  • Offer all organizations concerned with open information infrastructures a forum to
    • share knowledge,
    • integrate open initiatives, and
    • certify approved products and processes
  • in a manner in which they continue to trust our impartiality.

To gain trust we must constantly demonstrate value.

slide5
So…
  • The Open Group
    • Is comprised of many organizations
    • Uses cooperative processes to improve products based on standards
      • The process does take people, time and money
  • We must ensure the result offers value to maintain trust
  • We must work hard to work the right problem areas for the right reasons!
we all must recognize changes
We All Must Recognize Changes

INFLUENCING

  • The environment changes
  • New business imperatives
  • New technologies
  • New solutions
  • Endless cycle of “improvement!”

Business

Objectives

Business

Objectives

Industry

Solutions

Business

Principles

Critical Business Processes

Business

Strategies

Business

Strategies

Solution Environments

Critical Success Factors

Industry

Solutions

Critical Success Factors

Systems & Products

IT Principles

Solution Environments

IT Principles

Architecture Impacts

IT Impacts

Systems & Products

DRIVING

ENABLING

IT Impacts

Architecture Impacts

top 10 management issues for 2002
Top 10 Management Issues for 2002

Optimizing Enterprise-wide IS Services 1

Optimizing Organizational Effectiveness 2

Organizing and Utilizing Data 3

Connecting to Customers, Suppliers, and/or Partners Electronically 4

Protecting and Securing Information Systems 5

Instituting Cross-Functional Information Systems 6

Updating Obsolete Systems 6

Aligning IS and Corporate Goals 8

Improving the Systems Application Process 9

Implementing Business Transformation Initiatives 10

Source: CSC 2001 - 14th Annual Survey of IS Management Issues

everyone is building value propositions

WHAT

WHO

HOW

WHY

Everyone is Building Value Propositions
  • Value Proposition - an offer that profitably delivers a set of benefits to a customer better than the competition

Needs

Offer

Target

Differentiation

therefore we must get it
Therefore We Must “Get It”
  • The conditions in the business have changed
    • Jon Surmacz, a CSC writer, says
      • “The latest and greatest technologies don’t dazzle IT buyers anymore.”
    • Again, the CSC study points out the need for
      • Optimizing Organizational Effectiveness
      • Organizing and Utilizing Data and
      • Aligning IS and Corporate Goals
therefore we must get it10
Therefore We Must “Get It”
  • Carl D. Howe, Forrester analyst, says
    • “The days of free spending on technology are over,… we’re looking at a different business environment.”
  • Michael Hammer, expert and author, calls
    • “It” the “customer economy”
  • Stephen R. Covey, author of “The Seven Habits of Highly Effective People,” guides us to
    • “Seek first to understand, then to be understood”
  • Phil McGraw, human behaviorist and author, says
    • If you don’t “Get It” you will fail
the open group gets it
The Open Group “Gets It”
  • New areas, new challenges
    • Active Loss Prevention is not about technologies
      • “It” is about risk management
    • In3 is not about technologies
      • “It” is about optimizing operational efficiency
  • New views
    • “It” is people, process, and technology working together to solve real business problems
business scenarios get it
Business Scenarios “Get It”
  • To generate a clear understanding of business needs
    • Complete requirements
    • Clarify the value
    • Marketable solution
  • To have a language to define
    • Problems, standards and technical solutions
    • What is needed and why
  • Business Scenarios are a product of The Open Group’s process
    • Produced in The Open Group’s Architecture Framework

Vendor

Customer

what is a business scenario
What is a Business Scenario?
  • A Business Scenario describes:
    • Business process, application or set of applications
    • The business and technology environment
    • The relevant people and computing components
    • The desired outcome of proper execution
  • A good Business Scenario
    • Exposes the value of solving a real problem
    • Is “S.M.A.R.T.”
building a business scenario includes
Building a Business Scenario Includes…

1 - problem

2 - environment

3 - objectives

4 - human actors

5 - computer actors

6 - roles & responsibilities

7 - refinement

business scenarios set the yardstick
Business Scenarios Set the Yardstick…
  • Customers
    • Procurement plans
    • Acceptance criteria
  • Vendors
    • Implementation plans
    • Certification tests
some reminders
Some Reminders
  • Business Scenarios are not “It”
    • They are a tool to understand “It”
    • They enable the whole process of The Open Group

Business Scenario(s) Provide Coherence and Consistency

Interview Sessions

Document Business Scenario

Requirements Validation

Identify needed standards

business scenarios we ve done
Business Scenarios We’ve Done
  • POS Upgrade
  • Directory Enabled Enterprise
  • Key Management Infrastructure
  • Quality of Service
  • Mobile and Directory
  • Interoperable Enterprise *

www.opengroup.org/cio/iop

  • Identity Management
  • The Open Group
  • The Interoperable Lottery

* In3 (Integrated Information Infrastructure) theme inspired by the Interoperable Enterprise Business Scenario

a real business scenario naspl
A Real Business Scenario - NASPL
  • Use the Business Scenario model to help build a business case for future investment in standards initiatives by:
    • Identifying and prioritizing areas in the lottery operation that will benefit from standardization
    • Describing those benefits in ways that represent a tangible value
    • Use that tangible benefit as “justification” for moving to the next level of investigation into specific standards and associated paths forward
lottery jurisdictions
Single-state

Each state controls a jurisdiction

Multi-state

Multiple states must meet certain agreed upon standards to participate in multi-state games

Lottery Jurisdictions
  • Lottery vendors deal in multiple states, multiple jurisdictions across all of US and around the world!

Lottery Jurisdiction

Lottery jurisdiction and Multi-state participant

No Lottery

common computing elements among lotteries
For any lottery the following stack is relevant

Business processes

Business logic

Business metadata

Technology platform

Middleware

Operating Systems

Computer Hardware

Networks

Common Computing Elements Among Lotteries

Lottery 1

Business Processes

Development business processes

Operational business processes

Management business processes

Governance business processes

Business Logic

Development business logic

Operational business logic

Management business logic

Governance business logic

Business Metadata

Development business metadata

Operational business metadata

Management business metadata

Governance business metadata

common issues

problem

environment

objectives

human actors

comp. actors

roles&resp.

refine

Common Issues

1. Game quality and integrity

User acceptance test coverage

Operator error

Business rules mapped into solutions

Integrity of the “system”

2. Managing the game profit

  • New games for new players, but new installations slow to deploy
  • Difficult to manage inventory of instant tickets
  • Sweep accounting
  • Instant tickets are perishables; there are “cut off” situations that waste retailer $
  • Flexible gaming operations, ie couponing, promos
  • Different rules for different games is hard for retailers
  • Sweep accounting retailer issues

Managing growth

  • Systems don’t easily interoperate
  • High costs of integration and development
  • All or nothing situation on upgrades and migrations
  • High cost of procurement, RFP process is costly
  • Terminal upgrades
  • Change management
  • Custom reporting

Managing costs

Bolder are ones with greatest commonality between constituencies.

Result of the affinity analysis.

These issues are representative of significant issues that if resolved would benefit the entire lottery community.

lottery enterprise environment constituencies

Financial

Institution

State Legislature

And/or Executive

Lobbyists

Lottery Organization

(Single or Multi-state)

Communications

Providers

Lottery Vendors

(On-line games, Instant Games,

Communications, and Back Office Systems)

problem

environment

objectives

Retailer

(chain and independents)

human actors

Players

comp. actors

roles&resp.

refine

Lottery Enterprise Environment - Constituencies
on line games process mapping to constituencies

- does in most situations

- does sometimes

D Development

O Business operations

M Management

G Governance

problem

environment

objectives

human actors

comp. actors

roles&resp.

refine

On-line Games Process Mapping to Constituencies

D Requirements/RFP

D Research

D Development

D Deployment

D Testing

O Marketing

O Sales

O Accounting

O Winners Management

O Player Management

O Drawing

M Telco&NW Management

M Customer Service

M Field Service

M Installation and Maintenance

M IT Operations

G Lottery review & control

G Retailer Management

G Vendor Management

G Multi-state Management

State Legislature or Executive

Lottery Organization

Retailer

Financial Institution

Lottery Vendors

Communications Providers

Players

inside a retailer agent a point of sale play

problem

environment

objectives

human actors

comp. actors

roles&resp.

refine

Inside a Retailer/Agent(A Point of Sale/Play)

Customer Area

in 1 to 2 service lines

1 2 3 4 5 6 7 8

9 10 11 12 13

14 15 16 17 …

...

...

Service Area - 1 to 2 Clerks

using 1 or 2 POS devices (typical) and 1 (maybe 2) lottery terminals

Back Office Management Area

There are multiple retail environments, e.g. convenience store, supermarket, tavern, etc…

common objectives
2. Improve profitability

problem

environment

objectives

human actors

comp. actors

roles&resp.

refine

Common Objectives

1. Maintain and improve integrity of lottery operations

Better quality product

Improve level of security

Growth in sales and net revenue

Reduce unnecessary costs

  • Improve the time to market with new games
  • Quicker software modifications
  • Maximize game portfolio
  • Reduce telemarketing costs
  • Improve retailer relations
    • Reduce time to sell tickets
    • Simplify accounting for retailers
    • Reduce new retailer installation process
  • Improve profit of lottery sale for retailer
  • Decrease costs of integration of new and upgraded systems, hardware, and software
  • Decrease migration costs
  • Reduce costs of sending data to central
  • Decrease operations costs
  • Lower cost of development and maintenance
  • Improve operational efficiency

Bolder are ones with greatest commonality between constituencies.

Italic items are considered very important, but not voted as such.

another example arts

problem

environment

objectives

human actors

comp. actors

roles&resp.

refine

Another Example - ARTS
  • Upgrading Point Of Sale
    • Terminals, peripherals, and software
the upgrade process steps

Communi-cations

Providers

problem

environment

objectives

human actors

comp. actors

roles&resp.

refine

The Upgrade Process Steps

External

Internal

Partners - Hardware Vendors

Partners - Software Vendors

Headquarters

4.2 - Vendors ships software to corporate

1 - Choose product

2 - Lab assurance

3 - Plan deployment (including pilot)

5 - Download s/w to store

6 - Email installation instructions

4.1 - Vendor drop ships hardware to store

Some typical numbers:

30 to 100 Stores

30 to 1500 POS

1200 $ /hr/POS

36 k$ to 900 k$ in lost revenue for 30 minute outage

7 , 8, 9, 10, 11

The Store

ON AVERAGE 15 POS DEVICES

Yet Another Store

ON AVERAGE 15 POS DEVICES

7 , 8, 9, 10, 11

7 - Install first in a training room/register

8 - Local training

9 - Install incrementally or in off-hours

10 - Test

11 - Confirm upgrade

Another Store

ON AVERAGE 15 POS DEVICES

the value of business scenarios
The Value of Business Scenarios
  • There is a business imperative
  • Business Scenarios help us “Get It”
    • The real problems in real world business situations
    • The real business value
    • Map business to technology
  • Business Scenarios expose value for customers and vendors - a Win-Win
  • Business scenarios will continue to help us understand what In3 is all about and how to deliver “It”
we all have parts to play

1 - problem

The Open Group

2 - environment

Customers

Of “It”

Partners

In “It”

3 - objectives

4 - human actors

5 - computer actors

Vendors

Of “It”

6 - roles & responsibilities

Staff

7 - refinement

Participation led to Business Scenario Method!

Participation leads to creation of good Business Scenarios!

Participation led to Business Scenario Method!

We All Have Parts to Play
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