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The Walt Disney Company Enterprise Architecture Overview. Steven P. Davis, VP IT, Walt Disney Studios. Media Group. Media Group. What is “The Walt Disney Company”. Revenue Business Segments. Domestic & International Film Distribution Home Video Music Group Miramax. Licensing

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The walt disney company enterprise architecture overview

The Walt Disney CompanyEnterprise Architecture Overview

Steven P. Davis, VP IT, Walt Disney Studios

Disney Architecture Council


What is the walt disney company

Media Group

Media Group

What is “The Walt Disney Company”

Revenue Business Segments

Domestic

&

International

Film Distribution

Home Video

Music GroupMiramax

Licensing

Soft/Hard Goods

Disney Stores

Walt Disney World

Disneyland Resort

Disneyland Paris

Japan

Hong Kong

Media Group

Disney Architecture Council


The walt disney company enterprise architecture overview

IS/IT Governance Structure

CIO -

TWDC

Strategic

Finance

International

Segments

Planning

Corp I.S. Leadership Team

CIO Direct Reports

I.S. Executive Team Participants

CIO Board

Architecture Council

Segment

CIOs

LoB IT Leaders/Stakeholders

Virtual CTO

Wider Executive IT

Leadership

Chairperson

Segment Reps

Strategic Sourcing

Strat Planning, Legal

Others, e.g., New Technology

Business Alignment

Annual Rotation

Council & PMO

Corp I.S Initiatives

Form and disband as required

Policy & Standards

Technical Advisory

Company

-

wide

Shared services, e.g., Messaging, Help Desk, File & Print

Corporate Wide Applications

Advisory Teams

Teams

Project Teams

Web Infrastructure

PDA’s

Messaging Collaboration & Directory Services

Software Tools

VTC

Global Help Desk

Desktop Standards

PDA’s

Disney Architecture Council


Enterprise architecture

Enterprise Architecture

  • The Mission

  • To guide the transformation of the company’s IT organization so that it can quickly and effectively respond to opportunities and emerging threats, gain a strategic advantage over competitors, and improve profitability by increasing revenue and decreasing operating costs.

Disney Architecture Council


Importance of architecture

Importance of Architecture

The Winchester “Mystery House”

• 160 Rooms • 47 Fireplaces

• 6 Kitchens • 10,000 Windows

• Gas Lights • Intercoms

• 65 Doors to Blank Walls

• 13 Staircases Abandoned

• 24 Skylights in Floors

Builders = 147 Architects = 0

$5.5 Million Total Cost Over 38 Years

Vision of a state-of-the-art abode… …built without a “blueprint”…

Winchester House Workforce, 1884

…yields inhospitable results

Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS

Disney Architecture Council


Importance of architecture1

Importance of Architecture

The Winchester “Mystery House”

• 160 Rooms • 47 Fireplaces

• 6 Kitchens • 10,000 Windows

• Gas Lights • Intercoms

• 65 Doors to Blank Walls

• 13 Staircases Abandoned

• 24 Skylights in Floors

Builders = 147 Architects = 0

$5.5 Million Total Cost Over 38 Years

Vision of a state-of-the-art abode… …built without a “blueprint”…

Winchester House Workforce, 1884

…yields inhospitable results

Everyone was

Well Intentioned!

Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS

Disney Architecture Council


Importance of architecture2

Importance of Architecture

The Winchester “Mystery House”

• 160 Rooms • 47 Fireplaces

• 6 Kitchens • 10,000 Windows

• Gas Lights • Intercoms

• 65 Doors to Blank Walls

• 13 Staircases Abandoned

• 24 Skylights in Floors

Builders = 147 Architects = 0

$5.5 Million Total Cost Over 38 Years

Vision of a state-of-the-art abode… …built without a “blueprint”…

Winchester House Workforce, 1884

…yields inhospitable results

Architecture can enable the business and promote continued growth…

Heroics are not sustainable!

Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS

Disney Architecture Council


Enterprise architecture overview

Enterprise Architecture Overview

  • Example for The Walt Disney Studios

  • Many modern systems not designed with the Internet in mind

  • New future business models to enable, e.g., expansion of self service, digital media

  • Need to drive down operational costs to protect against revenue erosion

Disney Architecture Council


Business value architectural strategy a case study

Business Value – Architectural StrategyA Case Study

  • Many systems key to the Studio business are currently used by a small number of individuals who actually act as “human proxies” between these systems and organizations they “serve”

“Hold” or “Final”

Placed via Fax,

Phone, or E-Mail

Core Business

System

(ShowBiz)

Theater

Operators

Sales Manager

(human proxy)

Disney Architecture Council


Business value architectural strategy a case study1

Business Value – Architectural StrategyA Case Study

Why not this?

(services-based architecture/layer)

Additional

Systems / Services

Coarse-Grained

In/out

Fine-Grained

In/out

Services-based

Layer

“Hold” or “Final”

Placed via Fax,

Phone, or E-Mail

or Web Browser,

or other interface

(assume almost any UI)

Document-based, agile, flexible

Core Business

Systems

(ShowBiz++)

Inside &

OUTSIDE

Theater

Operators

Disney Architecture Council


Business value architectural strategy a case study2

AMC

Regal

Loews

Others

Famous

Business Value – Architectural StrategyA Case Study

First, theatre operators to BVPD

Self service, value add, labor reduction

Disney Architecture Council


Business value architectural strategy a case study3

AMC

Regal

Loews

Famous

Others…

Business Value – Architectural StrategyA Case Study

Theatre Operators to More Distributors

BVPD

Warner Bros

Universal

Sony

Others…

More work, too hard, lost value

Disney Architecture Council


Business value architectural strategy a case study4

AMC

Regal

Loews

Others

Famous

theatrical-distribution.com ?

Universal

Sony

Warner Bros

Business Value – Architectural StrategyA Case Study

Aggregated 3rd Party Site

BVPD

Build upon Federation Patterns

Disney Architecture Council


Business value architectural strategy a case study5

Business Value – Architectural StrategyA Case Study

PDA/Telephone and Other Emerging Devices

Focus on

self service

anywhere

Cross segment

Cross business unit

External partners

Think 3rd Party Sites!

Think beyond the Browser!

Coarse-Grained Interfaces In/out

Focus for new

investment

Services Based Layer

Documents

Catalogs/Cache

Orchestration

Process

Workflow

Fine-Grained Interfaces In/out

Core Business Systems

Focus away

from UI

Disney Architecture Council


Business value architectural strategy

Business Value – Architectural Strategy

  • Guiding Architectural Principles

  • Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable.

  • Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self service

  • Encourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change)

  • Prepare for adoption of standard documents for orchestration with business and external trading partners

  • Consider “end game” of presentation layer – support but not own

  • Move toward Common User Interface Standards both within Disney and across industries

Disney Architecture Council


Business value architectural strategy1

Business Value – Architectural Strategy

  • Guiding Architectural Principles

  • Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable.

  • Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self service

  • Encourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change)

  • Prepare for adoption of standard documents for orchestration with business and external trading partners

  • Consider “end game” of presentation layer – support but not own

  • Move toward Common User Interface Standards both within Disney and across industries

Ability to “make right” the results of a transaction without intervention

Disney Architecture Council


Business value architectural strategy2

Business Value – Architectural Strategy

  • Guiding Architectural Principles

  • Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable.

  • Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self service

  • Encourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change)

  • Prepare for adoption of standard documents for orchestration with business and external trading partners

  • Consider “end game” of presentation layer – support but not own

  • Move toward Common User Interface Standards both within Disney and across industries

Disney Architecture Council


Business value architectural strategy3

Business Value – Architectural Strategy

  • Guiding Architectural Principles

  • Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable.

  • Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self service

  • Encourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change)

  • Prepare for adoption of standard documents for orchestration with business and external trading partners

  • Consider “end game” of presentation layer – support but not own

  • Move toward Common User Interface Standards both within Disney and across industries

The Coordination of long running transactions spanning days, weeks, months.

Disney Architecture Council


Business value architectural strategy4

Business Value – Architectural Strategy

  • Guiding Organizational Principles

  • Organize IT teams along activity, i.e., Core Business Systems, Services, Orchestration and Presentation.

  • Maintains current Core Business Systems teams, focus them on providing fine grained services, i.e., transactional and liberation of application functionality.

  • Create new Services Layer infrastructure team as new organization with focus on documents, catalogs, process, workflow, caching; breakdown by (Enterprise – Segment - Business).

  • Create new Orchestration Layer Team to focus on 3rd party aggregation, document standards, proxy activity reduction.

  • Create new Presentation Layer Team (DEP and DIG) to focus on browser and other multi-channel deliveries, e.g., telephone, converging devices.

Disney Architecture Council


Business value architectural strategy5

Business Value – Architectural Strategy

  • Proxy based example: “Discovery” of desired information and services

“Hi, I’m trying to track down box office info, can you help me?

“I would give BVPD a call, they track domestic grosses.”

“Thanks.”

Where can we get box office infomration?

“Hi, I’m trying to track down box office info, can you help me?

“Yes, that’s handled by Marc Laffe, let me transfer you.”

“Thanks.”

I think they have that at the Studio?

“Hi, Marc, we’re trying to get some box office data, can you help us out?

“Yes, what exactly are you interested in?”

“Domestic box office, but just the cume on a film by film basis.”

“Yes, we have that, I’ll email you some example reports, let me know what works for you.””

Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies.

Disney Architecture Council


Business value architectural strategy6

Business Value – Architectural Strategy

  • Proxy based example: “Discovery” of desired information and services

“Hi, I’m trying to track down box office info, can you help me?

“I would give BVPD a call, they track domestic grosses.”

“Thanks.”

Where can we get box office infomration?

“Hi, I’m trying to track down box office info, can you help me?

“Yes, that’s handled by Marc Laffe, let me transfer you.”

“Thanks.”

I think they have that at the Studio?

“Hi, Marc, we’re trying to get some box office data, can you help us out?

“Yes, what exactly are you interested in?”

“Domestic box office, but just the cume on a film by film basis.”

“Yes, we have that, I’ll email you some example reports, let me know what works for you.””

Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies.

Likely to require a custom electronic point to point interface, agreement from business executives to share, large time investment…

Disney Architecture Council


Business value architectural strategy7

Business Value – Architectural Strategy

  • Proxy based example: “Discovery” of desired information and services

“Hi, I’m trying to track down box office info, can you help me?

“I would give BVPD a call, they track domestic grosses.”

“Thanks.”

Where can we get box office infomration?

“Hi, I’m trying to track down box office info, can you help me?

“Yes, that’s handled by Marc Laffe, let me transfer you.”

“Thanks.”

I think they have that at the Studio?

“Hi, Marc, we’re trying to get some box office data, can you help us out?

“Yes, what exactly are you interested in?”

“Domestic box office, but just the cume on a film by film basis.”

“Yes, we have that, I’ll email you some example reports, let me know what works for you.””

Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies.

…scenario is potentially occurring thousands of times and continuing to repeat itself ad infinitum…

Disney Architecture Council


Business value architectural strategy8

Studio Information Services

BVPD Domestic Box Office Services

Business Value – Architectural Strategy

  • Proxy based example: “Discovery” of desired information and services

Disney Search

Domestic Box Office

Where can we get box office infomration?

Search Now

Search results….

I think they have that at the Studio?

BVPD Domestic Box Office Services

National Box Office Cumulatives

Daily Box Office Estimate

And so on…

Alternative is to leverage search from the Portal and discover existing available services.

User discovers resource through searching and drill down.

This is value add of services based layer, liberating trapped functionality of core business systems.

Disney Architecture Council


Business value architectural strategy reduction of proxy activity

Business Value – Architectural StrategyReduction of Proxy Activity

PDA/Telephone and Other Emerging Devices

Focus on

self service

anywhere

Cross segment

Cross business unit

External partners

Think 3rd Party Sites!

Think beyond the Browser!

Coarse-Grained Interfaces In/out

Focus for new

investment

Services Based Layer

Documents

Catalogs/Cache

Orchestration

Process

Workflow

Fine-Grained Interfaces In/out

This value proposition lives here with the reduction of proxy activity.

Core Business Systems

Focus away

from UI

Disney Architecture Council


Business value architectural strategy coarse grained interfaces guidance

List of Services Available

I’m interested in, please check one:

  • Domestic Box Office

  • International Box Office

  • Product Rights

  • Home Video Sales

Sent to: Joe Somebody, authenticated

Business Value – Architectural StrategyCoarse Grained Interfaces Guidance

Document holds state and metadata for user interface

List of Services Available

I’m interested in, please check one:

  • Domestic Box Office

  • International Box Office

  • Product Rights

  • Home Video Sales

XML updated presentation layer

Sent to: Joe Somebody, authenticated

Outbound Document

Information Services

Inbound Document

Information Services

Stateless

Disney Architecture Council


Business value architectural strategy coarse grained interfaces guidance1

List of Services Available

I’m interested in, please check one:

  • Domestic Box Office

  • International Box Office

  • Product Rights

  • Home Video Sales

Sent to: Joe Somebody, authenticated

Business Value – Architectural StrategyCoarse Grained Interfaces Guidance

Document holds state and metadata for user interface

<InformationServices>

<Item>

<Text>

Domestic Box Office

</Text>

<Selected></Selected>

</Item>

<Item>

International Box Office

</Item>

<InformationServices>

<Item>

<Text>

Domestic Box Office

</Text>

<Selected>Y</Selected>

</Item>

<Item>

International Box Office

</Item>

XML updated presentation layer

<User>

Joe Somebody

</User>

<User>

Joe Somebody

</User>

Outbound Document

Information Services

Inbound Document

Information Services

Stateless

Disney Architecture Council


Business value architectural strategy coarse grained interfaces guidance2

List of Services Available

I’m interested in, please check one:

  • Domestic Box Office

  • International Box Office

  • Product Rights

  • Home Video Sales

Sent to: Joe Somebody, authenticated

Business Value – Architectural StrategyCoarse Grained Interfaces Guidance

Document holds state and metadata for user interface

<InformationServices>

<Item>

<Text>

Domestic Box Office

</Text>

<Selected></Selected>

</Item>

<Item>

International Box Office

</Item>

<InformationServices>

<Item>

<Text>

Domestic Box Office

</Text>

<Selected>Y</Selected>

</Item>

<Item>

International Box Office

</Item>

Enabler is Common User Interface Standards…especially for 3rd party aggregation

XML updated presentation layer

<User>

Joe Somebody

</User>

<User>

Joe Somebody

</User>

Outbound Document

Information Services

Inbound Document

Information Services

Stateless

Disney Architecture Council


Business value architectural strategy document architecture guidance

Business Value – Architectural StrategyDocument Architecture Guidance

  • Guidance for Document Based interfaces

  • Metadata should include valid lists (leverage XML schemas?):

    <Sex>

    <Value>Male</Value>

    <ValidValues>

    <Value>Male</Value>

    <Value>Female</Value>

    <Value>Unknown</Value>

    </ValidValues>

    .

    .

    </Sex>

Disney Architecture Council


Business value architectural strategy document architecture guidance1

Business Value – Architectural StrategyDocument Architecture Guidance

  • Guidance for Document Based interfaces

  • Metadata should include helpers:

    <Customer>

    <Value>21345</Value>

    <ValidValues>

    <Helper>http://webservice.com/customerhelper</Helper>

    </ValidValues>

    .

    .

    </Customer>

Disney Architecture Council


Business value architectural strategy document architecture guidance2

Business Value – Architectural StrategyDocument Architecture Guidance

  • Guidance for Document Based interfaces

  • Metadata should include labels and simple validations (again leverage in XML schemas?):

    <Sex>

    <Value>Male</Value>

    <Label>Sex</Label>

    <Properties>

    <Required>True</Required>

    <ReadOnly>False</ReadOnly>

    .

    .

    </Properties>

    .

    </Sex>

Disney Architecture Council


The role of the architect

The Role of The Architect

  • Engaged at Project Discovery

  • Ensures alignment to the Master Plan Strategies of Company, Segment, and Business Unit

  • Owns technology choices and promotes compliance with Enterprise Architecture Framework

  • Coordinates with other Architects both internally and externally

Disney Architecture Council


Segment business unit architecture project review process

Strategic Context

Sector/BU-set

Strategic

Business System

Architecture/Direction

Project

Discovery

Architect

Role

Enterprise Archit.

Framework

+

Technology Decision

Frameworks

OK to

Proceed

Tactical Context

Enterprise-set

Segment/Business Unit Architecture Project Review Process

Variance Approved

Based on Justification

PAR revised to reflect

Strategic systems directions

Review w/:

CIO, Requestor, Architect

NO

Aligned?

YES

Core?

YES

NO

Review w/:

TDF Owner, CIO,

Requestor, Architect

Project aligned to reflect

TDF standards and directions

Variance Approved

Based on Justification

Disney Architecture Council


Segment business unit architecture project review process1

Project

Discovery

OK to

Proceed

Segment/Business Unit Architecture Project Review Process

The “Building Code” Metaphor

Variance Approved

Based on Justification

PAR revised to reflect

Strategic systems directions

Review w/:

CIO, Requestor, Architect

NO

Strategic Context

Sector/BU-set

City

“Master Plan”

Services & Strategy

Strategic

Business System

Architecture/Direction

Aligned?

YES

Architect

Role

City

“Building Codes”

Functionality & Liability

Enterprise Archit.

Framework

+

Technology Decision

Frameworks

Core?

YES

Tactical Context

Enterprise-set

NO

Review w/:

TDF Owner, CIO,

Requestor, Architect

Project aligned to reflect

TDF standards and directions

Variance Approved

Based on Justification

Disney Architecture Council


Enterprise architecture institutional approach

Business Processes

EXTEND & LINK

Platforms

ERP

Network

Collaboration

Publishing

Core Services

Infrastructure

Management

CRM

Suppliers

Employees

Customers

ARCHITECT & INTEGRATE

simplify, standardize, modularize, integrate

GOVERN & MANAGE IT INVESTMENT

rationalize, leverage, maximize, aggregate

Enterprise ArchitectureInstitutional Approach

Enterprise Architecture cannot succeed without a governance structure to promote and fund the “common interest”

Application Portfolio

Enterprise Architecture is the Glue that holds Applications and Infrastructure to a common destiny

Infrastructure

Disney Architecture Council


Enterprise business process framework application portfolio cross reference

  • Operational Data Store

  • Forecasting & Planning

  • Operational Reporting

  • Financial Transactions

  • Budgeting

  • Labor Forecasting, Scheduling, & Deployment

  • TimeTracking and Compensation

  • General HR

  • Recruiting

  • Document Mgmt.

  • Authentication

  • Reporting Tools

  • Asset Mgmt

  • Costume Mgmt

  • Project Mgmt.

  • Legal

  • Risk Mgmt

  • Media Asset Mgmt.

  • Broadcast/ Traffic

  • News Room

  • B2B Marketing

  • Marketing Automation

  • Campaign Mgmt.

  • Point of Sale

  • Online Sales

  • Merchandise Licensing

  • Reservations

  • Ticketing

  • Credit Card Processing

  • Contract Mgmt.

  • Catalog Order Mgmt.

  • Advertising/ Billing Mgmt.

  • Licensing Order Mgmt.

  • Supply Chain Planning

  • Warehouse Mgmt.

  • Supply Chain Mgmt.

  • Food & Beverage Supply Chain

  • Customer Relationship Mgmt./ Call Center/ Customer Service

  • Guest Data

  • Guest Claims

Enterprise Business Process Framework Application Portfolio Cross Reference

Create & manage products, services, media

Market products & services

Sell products & services

Perform order management

Manage supply chain ops

Manage & support cust.

Plan & manage performance

Manage finances & accounting

Manage human resources

Manage Information resources

Manage physical assets

Manage support services

Level 0processes

Establish & administer HR policies & employee data

Develop sales plan & quotas

Capture orders

Plan

Establish & manage customer relationships

Perform research & design

Perform market analysis

Monitor external environ-ment

Process financial trans-actions

Create & manage enterprise architecture

Acquire physical assets

Provide legal services

Level 1processes

Manage employee recruiting & training

Source

Manage customer interface infra-structure

Prototype products

Develop marketing plan

Perform sales

Manage orders

Create & manage business plan

Plan & manage budgets

Create & manage infrastructure & operations

Maintain physical assets

Provide security & safety

Manage compensation & benefits

Create/manage product/ service /media information

Make

Provide information & training

Evaluate business results

Manage cash & liquidity

Provide & manage software solutions

Implement marketing plan

Dispose of physical assets

Perform admin. functions

Administer health, safety & security programs

Deliver

Manage customer inquiries

Maintain facilities operations

Manage product/ service/media

lifecycle

Initiate & manage improvements

Analyze & report results

Provide user support & training

Perform project management

Manage labor operations

Plan & manage taxes

Return

Manage service & support delivery

Manage share-holders

Manage employee communic-ations

Perform risk management

Procure goods & services

Manage employee & community relations

Manage 3rd party obligations

Applicationexamples

Front of House

Back of House

Disney Architecture Council


Enterprise business process framework application portfolio cross reference1

  • Operational Data Store

  • Forecasting & Planning

  • Operational Reporting

  • Financial Transactions

  • Budgeting

  • Labor Forecasting, Scheduling, & Deployment

  • TimeTracking and Compensation

  • General HR

  • Recruiting

  • Document Mgmt.

  • Authentication

  • Reporting Tools

  • Asset Mgmt

  • Costume Mgmt

  • Project Mgmt.

  • Legal

  • Risk Mgmt

  • Media Asset Mgmt.

  • Broadcast/ Traffic

  • News Room

  • B2B Marketing

  • Marketing Automation

  • Campaign Mgmt.

  • Point of Sale

  • Online Sales

  • Merchandise Licensing

  • Reservations

  • Ticketing

  • Credit Card Processing

  • Contract Mgmt.

  • Catalog Order Mgmt.

  • Advertising/ Billing Mgmt.

  • Licensing Order Mgmt.

  • Supply Chain Planning

  • Warehouse Mgmt.

  • Supply Chain Mgmt.

  • Food & Beverage Supply Chain

  • Customer Relationship Mgmt./ Call Center/ Customer Service

  • Guest Data

  • Guest Claims

Enterprise Business Process Framework Application Portfolio Cross Reference

Create & manage products, services, media

Market products & services

Sell products & services

Perform order management

Manage supply chain ops

Manage & support cust.

Plan & manage performance

Manage finances & accounting

Manage human resources

Manage Information resources

Manage physical assets

Manage support services

Level 0processes

Establish & administer HR policies & employee data

Develop sales plan & quotas

Capture orders

Plan

Establish & manage customer relationships

Perform research & design

Perform market analysis

Monitor external environ-ment

Process financial trans-actions

Create & manage enterprise architecture

Acquire physical assets

Provide legal services

Level 1processes

Manage employee recruiting & training

Source

Manage customer interface infra-structure

Prototype products

Develop marketing plan

Perform sales

Manage orders

Create & manage business plan

Plan & manage budgets

Create & manage infrastructure & operations

Maintain physical assets

Provide security & safety

Manage compensation & benefits

Create/manage product/ service /media information

Make

Provide information & training

Evaluate business results

Manage cash & liquidity

Provide & manage software solutions

Implement marketing plan

Dispose of physical assets

Perform admin. functions

Unique

Differentiating

Non

Differentiating

Administer health, safety & security programs

Deliver

Manage customer inquiries

Maintain facilities operations

Manage product/ service/media

lifecycle

Initiate & manage improvements

Analyze & report results

Provide user support & training

Perform project management

Manage labor operations

Plan & manage taxes

Return

Manage service & support delivery

Manage share-holders

Manage employee communic-ations

Perform risk management

Procure goods & services

Manage employee & community relations

Manage 3rd party obligations

Applicationexamples

Front of House

Back of House

Disney Architecture Council


Cross reference across business units identify leverage opportunities and cost

Cross Reference Across Business UnitsIdentify Leverage Opportunities and Cost

Create & manage products, services, media

Market products & services

Sell products & services

Perform order manage-ment

Manage supply chain ops

Manage & support cust.

Plan & manage perform-ance

Manage finances & accntg.

Manage human resources

Manage Inform-ation resources

Manage physical assets

Manage support services

WDW

DLR

TP&R

WDI

DLP

Governance of IT investment can be aligned around business process owners.

ABC Network

ESPN

ABC Cable

Media Networks

ABC Radio

ABC TV stations

BVTV

WDTVI

BVG

DCP

DCP – Int’l

DCP

DDM

This analysis reveals costs by business process and informs where the IT investment is focused, business unit cross reference reveals leverage opportunities

Disney Pub.

Merch. Lic.

Disney Store

BVI

BVHE – Int’l

Studio

BVHE – NA

Filmed Ent.

Disney Architecture Council


Cross reference across business units identify leverage opportunities and cost1

Cross Reference Across Business UnitsIdentify Leverage Opportunities and Cost

Create & manage products, services, media

Market products & services

Sell products & services

Perform order manage-ment

Manage supply chain ops

Manage & support cust.

Plan & manage perform-ance

Manage finances & accntg.

Manage human resources

Manage Inform-ation resources

Manage physical assets

Manage support services

WDW

DLR

TP&R

WDI

DLP

Governance of IT investment can be aligned around business process owners.

ABC Network

ESPN

ABC Cable

Media Networks

ABC Radio

ABC TV stations

BVTV

WDTVI

BVG

DCP

DCP – Int’l

DCP

DDM

Business Process Owners and Governance Methodology needed to manage investment and guide as-is and to-be states

Disney Pub.

Merch. Lic.

Disney Store

BVI

BVHE – Int’l

Studio

BVHE – NA

Filmed Ent.

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Enterprise architecture infrastructure approach

Enterprise Architecture – Infrastructure Approach

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Enterprise architecture model

WDW IT Architecture

Enterprise Architecture

Application Architecture

Data Architecture

Security

Development Architecture

Technical Architecture

Enterprise Architecture Model

Enterprise Architecture Model Framework

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Technical architecture layers

Enterprise Architecture

Application Architecture

Data Architecture

Security

Development Architecture

Technical Architecture

Technical Architecture Layers

Core Services

Infrastructure Management

  • Technical ArchitectureLayer

  • The Technical Architecture layer describes the collection of network, hardware, infrastructure management and core services components that comprise the computing environment.

  • It describes how various physical components are joined together and how they are effectively managed through enterprise-wide processes.

Platforms

Network

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Technical architecture components

Core Services

Directory

Services

Messaging & Collaboration

Services

Workflow

Services

Content Delivery Network

Services

Database

Services

File & Print

Services

Technical Architecture

Infrastructure Management

Network / System

Management

Capacity

Management

Change

Management

Data Center

Facilities

Business Continuity

Backup/High Availability/ Disaster Recovery

Network

LAN/MAN

WAN

Telephony

Wireless /

Mobile

Video /

Broadcast

Technical Architecture Components

Platforms

Client Devices

Storage

Servers &

Mainframes

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Technology decision framework review

Technology Decision Framework Review

  • Technology Decision Framework Characteristics Definition

  • Planning Horizon

  • Emerging

  • New technologies

  • Driven by the market

  • Potential business value

  • High risk

  • Unproven technology

  • Under Eval

  • Recognized strategic value

  • Sanctioned

  • Prioritized

  • Under formal review

  • Published results forthcoming

  • Not approved for deployment

  • Core

  • Approved standard

  • Proven

  • Sustainable

  • Strategically sourced

  • Focus for training and cast development defined

  • Enterprise scope

  • Declining

  • End of life

  • Out of favor

  • Non sustainable

  • Vendor risk

  • Cost escalating

  • Migrating away from

  • No new implementations

  • Specialized

  • Defined justified unique business case

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Ea infrastructure approach tdf maintenance process

EA Infrastructure Approach: TDF Maintenance Process

Operating Model

  • To include both current and predicted TDF

  • Strategic sourcing is involved

  • Position or white paper explaining choices

  • SMEs nominated by Architects

  • Strategic Sourcing Involvement

TDF Review Based on Lifecycle

Next Review Cycle Set

Technology Lifecycle Plans Updated

SMEs meet in working committee

Gaps assessed by Segments

Marketplace for TDF reviewed

TDF Lifecycle

TDF Owner Duties

  • Monitor industry trends

  • Establish Lifecycle Review Timeframe

  • Organize and facilitate SME meetings

  • Respond to requests to put products Under Evaluation

Published in Enterprise Architecture Framework

Categories Updated

Suggested implementation approach

Ratificaton by A/C

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Enterprise architecture1

Enterprise Architecture

Q & A

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