Some observations from my career in user it team
This presentation is the property of its rightful owner.
Sponsored Links
1 / 53

Some Observations from My Career in User IT Team PowerPoint PPT Presentation


  • 89 Views
  • Uploaded on
  • Presentation posted in: General

Some Observations from My Career in User IT Team. CIO, Fusheng Group Ming Cheng Sheng May 19, 2008. Agenda. Assumption regarding to audience IT service management IT must and lesson learned IT innovation Conclusion. Module, Board Assembly & Test (DMS). Final Test. Assembly.

Download Presentation

Some Observations from My Career in User IT Team

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


Some observations from my career in user it team

Some Observations from My Career in User IT Team

CIO, Fusheng Group

Ming Cheng Sheng

May 19, 2008


Agenda

Agenda

  • Assumption regarding to audience

  • IT service management

  • IT must and lesson learned

  • IT innovation

  • Conclusion


About ase

Module, Board Assembly & Test (DMS)

Final Test

Assembly

Wafer Bumping/Probing

Foundry

Materials

Circuit Design

Engineering Test

About ASE

  • ASE (Advanced Semiconductor Engineering, Inc.; ASX)

    • The largest semiconductor back end manufacturing service provider since Y2003

    • Revenue for Y2006 $3.1B


Global deployment

ASE Korea

(Seoul)

ASE Japan

(Takahata)

ISE Labs

(Silicon Valley)

ASE China

(Shanghai)

USI Japan (Nagai)

USI China (Shenzhen)

ASECL

(Chung-li)

USI Mexico (Guadalajara)

USI Nantou (Nantou)

ASE Malaysia (Penang)

ASEKH

(Kaohsiung )

Global Deployment


Ase values enabler

ASE Values Enabler

  • Global Presence and Partnerships with the World’s Largest Foundries: TSMC & UMC

    • Jointed engineering team efforts enhancing added-value services (JV with TSMC to be the first one to qualify the most advanced wafer technology: 90nm / 65nm /45nm Cu/low-K);

  • Technology Leadership

    • Aggressive & advanced technologies investment & development;

    • 8”&12”, Bumping / Probing / Flip Chip & WLCSP Assembly;

    • System In Package / Fine Pitch Wire Bonding / Cu, Low-K;

  • A True One Stop Shop

    • Full turnkey solution, from wafer-in to drop-ship-to-customers;

  • Your Best Choice for Shorter Time-to-Market

    • Shortest lead time for 1st article build;

  • A Place Where You Can Always Count on for Growth

    • Quick capacity ramp-up or upside support.


Assumptions on audience

Assumptions on audience

  • Undergraduate students major in MIS or IT

  • Looking for opportunities in user sites

    • Programmer, analyst, or manager

  • If not true, then …

  • Two news

  • Ping An of China: IT leaders changed from Taiwanese to Hong Kong people

  • Taiwan vs. Australia: e-readiness, IT 競爭力


It governance framework

IT Service Management

IT Innovation

IT Governance Framework

IT Business Value

Enterprise Architecture

Infrastructure Management


The challenge and the opportunity delivering business value through it

The Challenge and the Opportunity: Delivering Business Value through IT


How is it doing

How Is IT Doing?

CHALLENGES

TODAY’S REALITY

  • Communication failure between IT and the business on priorities

40%of IT initiatives fail to deliver intended return

HBS Press

70%of projects fail to meet schedule, cost, and quality goals

  • Ad hoc, manual processes govern the way IT is run

META Group

  • Inefficient resource allocation on KTLO vs strategic initiatives

50%of IT projects are delivered over budget

Gartner


The current it governance picture

EXCEL

EXCEL

EXCEL

EXCEL

EXCEL

CLIENT DEMAND

RESOURCE

FORECAST

MS PROJECT

RE-KEY

CUSTOM

APPLICATION

HR

SYSTEM

E-MAIL

E-MAIL

The Current IT Governance Picture

NAPKIN

Demand

BUSINESS CASE

MANAGEMENT

REPORTS

Portfolios

Projects

Resources

Time & Exp.

Financial Reporting

POST-ITS

Risk Mgmt

Knowledge


The demand for it services

Business Unit – A, B & C, etc………….

Business unit users with service requests for minor enhancements, bug fix, Desk Top, network, e-mail, facilities and Telecom related issues

PMO

Responsible for implementing projects on time & within budget, by enforcing standardized implementation methodologies and guidelines for managing resources, risks, issues and scope changes.

Analysis

Design

Develop

Test

The Demand for IT Services

Operational Demands

Strategic Demands

Business Unit - A

Business Unit - B

Business Unit - C

Business

Users &

Business

Unit IT

Business Needs

Business Needs

Business Needs

IT Idea

IT Idea

IT Idea

Initial Scrubbing

& Approval

Initial Scrubbing

& Approval

Initial Scrubbing

& Approval

Help Desk

Triages incoming service requests and initiates the appropriate processes to handle the different types of service requests.

Executives

From the Business Units & IT

Evaluation

Various Committees, councils and boards to review incoming demand for new projects, prioritize them and approve or reject based on established criteria.

Infrastructure related service requests

Minor enhancements, break/fix & other software changes

Fix DB

Fix E-mail

Fix Network

Fix Printer

Fix Server

Fix PC

Project - A

Project - B

Project - C

Analysis

Design

Develop

Analysis

Design

Develop

Analysis

Design

Develop

IT Applications,

IT Operations,

& Business Unit

IT Resources


It management framework

Strategic Demand

Keep the lights on

SOFTWARE DEMAND

Projects  Enhancements  Upgrades  Bugs

IT Management Framework

BUSINESS

IT Business Alignment

Applications

Services

Products

Business Needs

OPERATIONS

DEMAND MANAGEMENT

Problem Resolution

PORTFOLIO MANAGEMENT

Business Availability

Ideas  Proposals  Projects  Assets

Strategic Demand

Deployment

Keep the lights on

PROGRAM MANGEMENT OFFICE

Projects  Resource  Budgets  Risk

DEVELOPMENT

Change Management

Quality & Performance

OPERATION DEMAND

Provisioning  Security

Design & Develop


System architecture sample

MES

MES

PDM

PEDB

CIM/FA

System Architecture – Sample

SCM

ERP

Data

Center

Customer

Integrated Customer Interface

Vendor

Interface

Middleware

MTL*3

TEST

MES

PEDB

CIM/FA

HRIS

Notes

ASSY

Legacies


Ase itsm implementation

ASE ITSM Implementation

 Skill-up in ITIL Knowledge via Training and Self-Study

 Assess current situation

 Plan suitable approach, find Quick Wins

 Use an Integrated Service Management Tool for Automation

Tips:

  • Management Commitment

    • 1. Commitment, 2. Commitment, 3. Commitment

    • Say NO to NO

    • Review the every detail between your process and best practices

    • Gap between IT and user, but we are users too

  • Continuous improvement


Itsm@ase

1‘04

1‘06

1‘05

1‘07

[email protected]

Autosys for scheduled jobs

SLA 1.0

SLA 2.0

SLA 3.0

7‘05

Service Level Management for Beginners

策略與資訊科技之價值:以平衡計分卡之觀點來探討

ERP/SCM/PDM go live;

new era for ASEKH IT

Met RT Chang: “IT Governance”

Join itsmf/UK, order the best practice, and start for

Servicedesk for SR/Change/Release mgt

ITIL for SOX

Servicedesk for Incident/Problem mgt

  • Re-link NSM/DSM/DB

  • Portal for integrated view on IT infrastructure

WIN-WIN-WIN project start (Some CA products purchased)


Status recap

Status Recap

  • Service management is the kernel

    • Continuous dialog and communication is the key

  • Service support plus IT resource management linked

    • Incident/problem/change/release/configuration management

    • With some automatic tools built by ASE

    • Minimum implementation on CMDB

      • Service oriented approach

  • Few service delivery implemented

    • A customized rich set in SLA

      • Including training, consultant, change, and project control KPI

    • Availability management very basic

    • Financial charge back proposal developed

  • IT services provided effectively in efficient way


Scheduled jobs status report

Scheduled Jobs Status Report


Incident management

Incident Management


Incident problem change

Incident/Problem/Change


Change management

Change Management


System change release log

System Change/Release Log


Reminding

Reminding

  • The definition of N

    • 1N

    • If aN, then (a+1)N

  • The principle of Mathematical induction

    • The basis: showing that the statement holds when n = 0

    • The inductive step: showing that if the statement holds for n = m, then the same statement also holds for n = m + 1

  • The correctness of your activities is the key

    • Besides, you must have the capability to track your activities

  • Don’t do anything, unless you know what/why are you doing

    • If do nothing, then you will keep the same


Context monitor control loop

Control

Compare

Monitor

Context - Monitor Control Loop

Norm

Activity

Input

Output


Complex monitor control loops

Norm

Control

Compare

Norm

Norm

Norm

Control

Compare

Control

Compare

Control

Compare

Monitor

Monitor

Monitor

Activity

Activity

Activity

Input

Output

Input

Output

Input

Output

Complex Monitor Control Loops

Monitor


Context the itsm lifecycle

Continual

Service

Improve-

ment

1

Portfolio,

Standards,

Architectures

Service

Design

2

Tech Architectures,

Performance Stds

3

Norm

Norm

Norm

Control

Compare

Control

Compare

Control

Compare

Output

Monitor

Monitor

Monitor

Activity

Activity

Activity

Input

Output

Input

Input

Output

Context - The ITSM Lifecycle

Business Executives, Business Unit Managers, Customers

Service Transition

Service

Strategy

Users

IT Managers, Vendor Account Execs, IT Execs

Technical Experts, Vendor Support, IT Operational Staff


Possible approach

Strategic Demand

Keep the lights on

SOFTWARE DEMAND

Projects  Enhancements  Upgrades  Bugs

Possible Approach

BUSINESS

IT Business Alignment

Applications

Services

Products

Business Needs

ITIL

ISO 20000

OPERATIONS

DEMAND MANAGEMENT

Problem Resolution

PMBOK

&

PMO

PORTFOLIO MANAGEMENT

Business Availability

Ideas  Proposals  Projects  Assets

Strategic Demand

Deployment

Keep the lights on

PROGRAM MANGEMENT OFFICE

Projects  Resource  Budgets  Risk

DEVELOPMENT

Change Management

ISO 27001

CMMI Methodology

Quality & Performance

OPERATION DEMAND

Provisioning  Security

Design & Develop


It must

IT Must

  • The competitive

    • Value up vs. cost down

    • IT can provide value up and cost control through visibility

  • Financial report

    • Revenue100%

    • Cost of good sold

      • Material50%

      • HR15%

      • Depreciation10%

    • Gross margin25%

    • S&GA5%

    • Net income20%


It must erp

IT Must - ERP

  • ERP platform

    • Accounting based IT system

    • Evolved from MRP, and MRP II

  • 算對成本

    • Material cost, EQP cost, others: consumption

      • Material planning, purchasing, distribution, and consumption

      • As late as possible to get the most accurate data

      • HR, utility: activity-based costing

  • 收對錢

    • Payment term, and condition

    • Pricing and price management

      • Cost information to support the tactical strategy

  • System in sync

    • Process in sync first and then IT system in sync

    • Focus on exception or the truth


It must enterprise architecture

IT Must – Enterprise Architecture

  • EA

    • Proposed by Zachman

    • Attached please find some introduction on Zachman Framework

    • Not only IT or system, but process and organization

  • Others

    • DoDAF

    • TOGAF

    • FEA: Federal Enterprise Architecture

    • Others

    • Please refer to Wikipedia

  • The emerge of SOA recall the EA for SOA governance


It must contents of ea

IT Must – Contents of EA

  • The architecture process addresses documenting and understanding the discrete enterprise structural components, typically within the following four categories:

  • Business:

    • Strategy maps, goals, corporate policies, Operating Model

    • Functional decompositions (e.g. IDEF0, SADT), capabilities and organizational models

    • Business processes

    • Organization cycles, periods and timing

    • Suppliers of hardware, software, and services

  • Applications:

    • Application software inventories and diagrams

    • Interfaces between applications - that is: events, messages and data flows

    • Intranet, Extranet, Internet, eCommerce, EDI links with parties within and outside of the organization

  • Information:

    • Metadata

    • Data models: conceptual, logical, and physical

  • Technical:

    • Hardware, platforms, and hosting: servers, and where they are kept

    • Local and wide area networks, Internet connectivity diagrams

    • Operating System

    • Infrastructure software: Application servers, DBMS, etc..


Some reference

Some Reference


Some reference1

Some Reference


And more

And More


Lesson learned

Lesson Learned

  • ICT to support the most important business process in enterprise

    • MRP to MRPII, and then ERP, and SOA, …

    • ICT to provide the visibility over business processes

  • But, how about our own IT process?

    • ICT management process is the most important business process in modern enterprise right now

  • Few question

    • Do we do the same thing?

    • But, do we do it in the same way?

    • Do we get it as expectation, and under control?

  • Process revisit is must

    • BPR for ERP implementation

    • BPM for SOA innovation

    • ITIL for itsm?!

    • The knowledge of business process is very important for you


It innovations

IT Innovations

  • Drive through order taking process of MacDonald

    • Outsourcing to Philippine

    • A IT supporting system and roll over strategy

  • HSBC direct

    • Another case of converge

    • The core business of banking

      • Money instead of cash

  • Document management system for account application: HSBC

    • Documents faxed to India; Then through the entry, validation, and approval process for new clients

    • Simplify the task of teller and promote the service quality of customer services


Hsbc direct your major account

Proposition

“HSBC Direct- Your Major Account”

  • Most value-added

  • Convenient

  • Simple

  • No catches

Major Drawbacks

  • No Branch Services

  • Not everyone use internet banking


Two views of one story

Two views of one story

  • Algorithm 1

    • 空水壺, 燒開水

      • 1. Fill water, 2. Put on stove, 3. Cook it until boiling

    • 滿水壺, 燒開水

      • 1. Empty the pot, then call last procedure

  • Algorithm 2

    • 滿水壺, 燒開水

      • 1. Put on stove, 2. Cook it until boiling

    • 空水壺, 燒開水

      • 1. Fill water, then call last procedure

  • The importance of fundamental laws

    • 結合律, 交換律, and 公因數


Closing remark

Closing Remark

  • 道德經 聞道章 -上士聞道,勤而行之;中士聞道,若存若亡;下士聞道,大笑之。庸人聞道,盲而從之。

    • High possibility to success

      • 上士&庸人

    • Approach to enable others:

      • The way

      • Methodology

      • Discipline

      • Management

  • 態度決定一切

    • 凡事多做一點

    • Plan for better outcomes, and work for better palns


Thanks for your listening and wish you have a wonderful journey in your it career

Thanks for your listening, andwish you have a wonderful journey in your IT career!


Basis the zachman framework

Basis: The Zachman Framework

Basic English Questions

Different Persons

What

How

Where

Who

When

Why

1

Contextual

2

Conceptual

3

Logical

4

Physical

5

As Built

6

Functioning

Entity

Relationship

Entity

Input

Process

Output

Node

Line

Node

Organization

Reporting

Organization

Event

Cycle

Event

Objective

Precedent

Objective


Some observations from my career in user it team

Row 1 – Scope

External Requirements and Drivers

Business Function Modeling

Basis: The Zachman Framework

  • Row 2 – Enterprise Model

    Business Process Models

  • Row 3 – System Model

    Logical Models

    Requirements Definition

What

How

Where

Who

When

Why

1

Contextual

Contextual

  • Row 4 – Technology Model

    Physical Models

    Solution Definition and Development

2

Conceptual

Conceptual

3

Logical

Logical

  • Row 5 – As Built

    As Built

    Deployment

4

Physical

Physical

5

As Built

As Built

  • Row 6 – Functioning Enterprise

    Functioning Enterprise

    Evaluation

6

Functioning

Functioning


Zachman framework row 1 scope planner s view

Customer

Product

Producttype

Employee

Department

What

How

Where

Who

When

Why

Contextual

Contextual

Conceptual

Conceptual

Logical

Logical

Physical

Physical

As Built

As Built

Functioning

Functioning

What

How

Where

Who

When

Why

Zachman Framework – Row 1Scope/Planner’s View

  • Data/What

    High-level data classes related to each

    function

1


Zachman framework row 1 scope planner s view1

Sales

Production

  • Network/Where

    Locations related to each function

What

How

Where

Who

When

Why

  • People/Who

    Stakeholders related to each function

Contextual

Contextual

Conceptual

Conceptual

  • Time/When

    Cycles and events related to each

    function

  • Motivation/Why

    Business goals, objectives and performance measures related to each function

Logical

Logical

Physical

Physical

As Built

As Built

Functioning

Functioning

What

How

Where

Who

When

Why

Zachman Framework – Row 1Scope/Planner’s View

  • Data/What

    High-level data classes related to each

    function

  • Function/How

    High-level business functions

1


Zachman framework row 2 enterprise model owner s view

N

Customer

1

Product

buys

N

N

1

contacts

Producttype

N

N

N

1

Employee

Department

1

What

How

Where

Who

When

Why

Contextual

Contextual

Conceptual

Conceptual

Logical

Logical

Physical

Physical

As Built

As Built

Functioning

Functioning

What

How

Where

Who

When

Why

Zachman Framework – Row 2Enterprise Model/Owner’s View

  • Data/What

    Business data

2


Zachman framework row 2 enterprise model owner s view1

Employee

Places order

Accept/reject

Customer

Check Credit

Customer data

Credit not-OK

Credit OK

Check Stock

Product data

….

Sales Process

  • Network/Where

    Locations related to each process

What

How

Where

Who

When

Why

Contextual

Contextual

  • People/Who

    Roles and responsibilities in each

    process

Conceptual

Conceptual

Logical

Logical

  • Time/When

    Events for each process and sequencing

    of integration and process improvements

  • Motivation/Why

    Policies, procedures and standards for each process

Physical

Physical

As Built

As Built

Functioning

Functioning

What

How

Where

Who

When

Why

Zachman Framework – Row 2Enterprise Model/Owner’s View

  • Data/What

    Business data

  • Function/How

    Business processes

2


Zachman framework row 3 system model designer s view

Customer

1

N

Cust-Emp

N

1

Employee

What

How

Where

Who

When

Why

Contextual

Contextual

Conceptual

Conceptual

Logical

Logical

Physical

Physical

As Built

As Built

Functioning

Functioning

What

How

Where

Who

When

Why

Zachman Framework – Row 3System Model/Designer’s View

  • Data/What

    Logical data models of data and data

    relationships underlying information

Customer

N

contacts

N

Employee

3


Zachman framework row 3 system model designer s view1

  • Network/Where

    Logical representation of the distributed

    system architecture for locations

What

How

Where

Who

When

Why

Contextual

Contextual

  • People/Who

    Logical representation of access privileges

    constrained by roles and responsibilities

Conceptual

Conceptual

Logical

Logical

  • Time/When

    Logical events and their triggered responses

    constrained by business events and their responses

  • Motivation/Why

    Policies, standards and procedures

    associated with a business rule model

Physical

Physical

As Built

As Built

Functioning

Functioning

What

How

Where

Who

When

Why

Zachman Framework – Row 3System Model/Designer’s View

Employee

Places Order

Response

Customer

CheckCredit (Custnr, CustOK)

  • Data/What

    Logical data models of data and data

    relationships underlying information

Customer DB

IF CustOK

  • Function/How

    Logical representation of information

    systems and their relationships

CheckStock (Prodnr, q, StockOK)

Product DB

3


Zachman framework row 4 technology model builder s view

What

How

Where

Who

When

Why

Contextual

Contextual

Conceptual

Conceptual

Logical

Logical

Physical

Physical

As Built

As Built

Functioning

Functioning

What

How

Where

Who

When

Why

Zachman Framework – Row 4Technology Model/Builder’s View

DB2

Customer, ID= Customernr

  • Data/What

    Database management system (DBMS) type

    requirements constrained by logical data models

Employee, ID= Empnr

Cust-Emp, ID= Customernr, Empnr

4


Zachman framework row 4 technology model builder s view1

Dell Win 2000 Server

Credit Checking (C++)

Stock Checking (Visual Basic)

  • Network/Where

    Specification of network devices and their

    relationships within physical boundaries

What

How

Where

Who

When

Why

Contextual

Contextual

  • People/Who

    Specification of access privileges to

    specific platforms and technologies

Conceptual

Conceptual

Logical

Logical

  • Time/When

    Specification of triggers to respond to system

    events on specific platforms and technologies

  • Motivation/Why

    Business rules constrained by information

    systems standards

Physical

Physical

As Built

As Built

Functioning

Functioning

What

How

Where

Who

When

Why

Zachman Framework – Row 4Technology Model/Builder’s View

  • Data/What

    Database management system (DBMS) type

    requirements constrained by logical data models

  • Function/How

    Specifications of applications that operate

    on particular technology platforms

4


Zachman framework row 5 as built subcontractor s view

DBD Name=STDCDBP, Access=HDAM, RMNAME (DLZHDC10,3,100,600)

DATASET DD1= STDCBC …

What

How

Where

Who

When

Why

Contextual

Contextual

Conceptual

Conceptual

Logical

Logical

Physical

Physical

As Built

As Built

Functioning

Functioning

What

How

Where

Who

When

Why

Zachman Framework – Row 5As Built/Subcontractor’s View

  • Data/What

    Data definitions constrained by physical

    data models

5


Zachman framework row 5 as built subcontractor s view1

Procedure CreditChecking (customernr, Accept);

Begin SearchCustomerdata (customernr, limit); if limit > (GetProductPrice(prodnr)*q) then Accept := true else Accept := false;End;

  • Network/Where

    Network devices configured to conform to

    node specifications

What

How

Where

Who

When

Why

Contextual

Contextual

  • People/Who

    Access privileges coded to control access

    to specific platforms and technologies

Conceptual

Conceptual

Logical

Logical

  • Time/When

    Timing definitions coded to sequence

    activities on specific platforms and technologies

  • Motivation/Why

    Business rules constrained by specific

    technology standards

Physical

Physical

As Built

As Built

Functioning

Functioning

What

How

Where

Who

When

Why

Zachman Framework – Row 5As Built/Subcontractor’s View

  • Data/What

    Data definitions constrained by physical

    data models

  • Function/How

    Programs coded to operate on specific

    technology platforms

5


Zachman framework row 6 functioning enterprise

Motivation/Why

Operating characteristics of specific

technologies constrained by standards

What

How

Where

Who

When

Why

Contextual

Contextual

Conceptual

Conceptual

Logical

Logical

Physical

Physical

Integrated

Integrated

Functioning

Functioning

What

How

Where

Who

When

Why

Zachman Framework – Row 6Functioning Enterprise

  • Data/What

    Data values stored in actual databases

  • Function/How

    Functioning computer instructions

  • Network/Where

    Sending and receiving messages

  • People/Who

    Personnel and key stakeholders

    working within their roles and responsibilities

  • Time/When

    Timing definitions operating to sequence

    activities

6


  • Login