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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. Assumption regarding to audience IT service management IT must and lesson learned IT innovation Conclusion. Module, Board Assembly & Test (DMS). Final Test. Assembly.

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Some Observations from My Career in User IT Team

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  1. Some Observations from My Career in User IT Team CIO, Fusheng Group Ming Cheng Sheng May 19, 2008

  2. Agenda • Assumption regarding to audience • IT service management • IT must and lesson learned • IT innovation • Conclusion

  3. 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

  4. 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

  5. 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.

  6. 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

  7. IT Service Management IT Innovation IT Governance Framework IT Business Value Enterprise Architecture Infrastructure Management

  8. The Challenge and the Opportunity: Delivering Business Value through IT

  9. 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

  10. 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

  11. 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

  12. 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

  13. 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

  14. 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

  15. 1‘04 1‘06 1‘05 1‘07 itsm@ASE 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)

  16. 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

  17. Scheduled Jobs Status Report

  18. Incident Management

  19. Incident/Problem/Change

  20. Change Management

  21. System Change/Release Log

  22. 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

  23. Control Compare Monitor Context - Monitor Control Loop Norm Activity Input Output

  24. 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

  25. 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

  26. 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

  27. IT Must • The competitive • Value up vs. cost down • IT can provide value up and cost control through visibility • Financial report • Revenue 100% • Cost of good sold • Material 50% • HR 15% • Depreciation 10% • Gross margin 25% • S&GA 5% • Net income 20%

  28. 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

  29. 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

  30. 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..

  31. Some Reference

  32. Some Reference

  33. And More

  34. 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

  35. 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

  36. Proposition “HSBC Direct- Your Major Account” • Most value-added • Convenient • Simple • No catches Major Drawbacks • No Branch Services • Not everyone use internet banking

  37. 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

  38. 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

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

  40. 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

  41. 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

  42. 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

  43. 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

  44. 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

  45. 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

  46. 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

  47. 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

  48. 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

  49. 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

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