dr julius peter soa sales executive cemaas swg julius peter@at ibm com n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Dr. Julius PETER SOA Sales Executive, CEMAAS SWG julius_peter@at.ibm PowerPoint Presentation
Download Presentation
Dr. Julius PETER SOA Sales Executive, CEMAAS SWG julius_peter@at.ibm

Loading in 2 Seconds...

play fullscreen
1 / 13

Dr. Julius PETER SOA Sales Executive, CEMAAS SWG julius_peter@at.ibm - PowerPoint PPT Presentation


  • 76 Views
  • Uploaded on

Aligning Business with IT: Component Based Modelling & Methodologies. Dr. Julius PETER SOA Sales Executive, CEMAAS SWG julius_peter@at.ibm.com. Business View. Process View. IT View. A New Approach is needed to extend and enhance existing capabilities and unleash more business value.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Dr. Julius PETER SOA Sales Executive, CEMAAS SWG julius_peter@at.ibm' - kitra


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
dr julius peter soa sales executive cemaas swg julius peter@at ibm com

Aligning Business with IT: Component Based Modelling &

Methodologies

Dr. Julius PETER

SOA Sales Executive, CEMAAS SWG

julius_peter@at.ibm.com

slide2

Business View

Process View

IT View

A New Approach is needed to extend and enhance existing capabilities and unleash more business value
  • Deploy on a flexible SOA infrastructure that enables rapid change and incremental deployment without IT systems "rip and replace"
  • Decompose business capabilities into reusable assets that can be flexibly combined into new products and services
  • Focus on making business processes dynamic, flexibility and unique rather than simply automating them
grappling with the essential questions
Grappling with the essential questions

“How can we focus on the pieces of our business that drivegrowth and differentiation?”

Q.

A.

Deconstruct business into components, analyze processes, and distinguish between differentiatingand enabling capabilities.

the ibm component business modeling cbm framework

Business Component

The IBM Component Business Modeling (CBM) framework

is an alternative to traditional views of a business - the building

block of a component business model is a ‘business component’

A component is a business in microcosm. It has activities, resources, applications, infrastructure. It has a governance model. It provides goods and services (business services)

Business Component Elements

Business Services

Business Purpose

Each business component has business services which form the interfaces to other business components

Activities

Component Governance

Resources

Applications

Each business component has differentiated capabilities

Infrastructure

Each business component defines and decides on the use of all resources needed to perform the defined activities

Each business component has a governance structure within which it manages its activities

we use a business component map as a tabular view of the business components in scope
We use a Business Component Map as a tabular view of the business components in scope

A Business Component is a part of an enterprise that has the potential to operate independently, in the extreme as a separate company, or as part of another company.

Columns are Business Competencies, defined as large business areas with characteristic skills and capabilities, for example, product development or supply chain.

An Accountability Level characterizes the scope and intent of activity and decision-making. The three levels used are Directing, Controlling and Executing.

  • Directing is about strategy, overall direction and policy.
  • Controlling is about monitoring, managing exceptions and tactical decision making
  • Executing is about doing the work

Example component business model for the credit card industry

component business modeling cbm

Product

Management

Customer

Relationship

Supply Chain &

Distribution

Business

Administration

Product

Management

Product

Management

Product

Management

Customer

Relationship

Customer

Relationship

Customer

Relationship

Supply Chain &

Distribution

Supply Chain &

Distribution

Supply Chain &

Distribution

Business

Administration

Business

Administration

Business

Administration

Manufacturing

Manufacturing

Manufacturing

Manufacturing

Supply Chain Strategy

Supply Chain Strategy

Supply Chain Strategy

Supply Chain Strategy

Corporate Strategy

Corporate Strategy

Corporate Strategy

Corporate Strategy

Customer Relationship Strategy

Customer Relationship Strategy

Customer Relationship Strategy

Customer Relationship Strategy

Manufacturing Strategy

Manufacturing Strategy

Manufacturing Strategy

Manufacturing Strategy

Category/Brand Strategy

Category/Brand Strategy

Category/Brand Strategy

Category/Brand Strategy

Corporate Planning

Corporate Planning

Corporate Planning

Corporate Planning

Supplier Relationship Management

Supplier Relationship Management

Supplier Relationship Management

Supplier Relationship Management

Strategy

Strategy

Strategy

Strategy

Alliance Management

Alliance Management

Alliance Management

Alliance Management

Supply Chain Planning

Supply Chain Planning

Supply Chain Planning

Supply Chain Planning

Category/Brand

Planning

Category/Brand

Planning

Category/Brand

Planning

Category/Brand

Planning

Customer Relationship Planning

Customer Relationship Planning

Customer Relationship Planning

Customer Relationship Planning

Line of Business Planning

Line of Business Planning

Line of Business Planning

Line of Business Planning

Production and Materials Planning

Production and Materials Planning

Production and Materials Planning

Production and Materials Planning

Business Performance Management

Business Performance Management

Business Performance Management

Business Performance Management

Brand P&L

Management

Brand P&L

Management

Brand P&L

Management

Brand P&L

Management

Assessing Customer Satisfaction

Assessing Customer Satisfaction

Assessing Customer Satisfaction

Assessing Customer Satisfaction

Distribution Oversight

Distribution Oversight

Distribution Oversight

Distribution Oversight

External Market Analysis

External Market Analysis

External Market Analysis

External Market Analysis

Manufacturing Oversight

Manufacturing Oversight

Manufacturing Oversight

Manufacturing Oversight

Matching Supply and Demand

Matching Supply and Demand

Matching Supply and Demand

Matching Supply and Demand

Customer Insights

Customer Insights

Customer Insights

Customer Insights

Inbound Logistics

Inbound Logistics

Inbound Logistics

Inbound Logistics

Outbound Logistics

Outbound Logistics

Outbound Logistics

Outbound Logistics

Tactics

Tactics

Tactics

Tactics

Organization and Process Design

Organization and Process Design

Organization and Process Design

Organization and Process Design

Marketing Development & Effectiveness

Marketing Development & Effectiveness

Marketing Development & Effectiveness

Marketing Development & Effectiveness

Account Management

Account Management

Account Management

Account Management

Supplier Control

Supplier Control

Supplier Control

Supplier Control

Legal and Regulatory Compliance

Legal and Regulatory Compliance

Legal and Regulatory Compliance

Legal and Regulatory Compliance

Product Ideation

Product Ideation

Product Ideation

Product Ideation

Make Products

Make Products

Make Products

Make Products

Treasury and Risk Management

Treasury and Risk Management

Treasury and Risk Management

Treasury and Risk Management

Concept/Product Testing

Concept/Product Testing

Concept/Product Testing

Concept/Product Testing

Value-Added Services

Value-Added Services

Value-Added Services

Value-Added Services

Distribution Center Operations

Distribution Center Operations

Distribution Center Operations

Distribution Center Operations

Accounting and GL

Accounting and GL

Accounting and GL

Accounting and GL

Assemble/Pkg. Products

Assemble/Pkg. Products

Assemble/Pkg. Products

Assemble/Pkg. Products

Product Development

Product Development

Product Development

Product Development

Customer Account Servicing

Customer Account Servicing

Customer Account Servicing

Customer Account Servicing

Indirect Procurement

Indirect Procurement

Indirect Procurement

Indirect Procurement

Execution

Execution

Execution

Execution

Product Management

Product Management

Product Management

Product Management

Plant Inventory Management

Plant Inventory Management

Plant Inventory Management

Plant Inventory Management

Retail Marketing Execution

Retail Marketing Execution

Retail Marketing Execution

Retail Marketing Execution

Transportation Resources

Transportation Resources

Transportation Resources

Transportation Resources

Facilities and Equipment Management

Facilities and Equipment Management

Facilities and Equipment Management

Facilities and Equipment Management

Marketing Execution

Marketing Execution

Marketing Execution

Marketing Execution

Seek external provider

In-store Inventory Mgmt

In-store Inventory Mgmt

In-store Inventory Mgmt

In-store Inventory Mgmt

HR Administration

HR Administration

HR Administration

HR Administration

Manufacturing Procurement

Manufacturing Procurement

Manufacturing Procurement

Manufacturing Procurement

Strategic differentiation

High capital area

Consumer Service

Consumer Service

Consumer Service

Consumer Service

En route Inventory Management

En route Inventory Management

En route Inventory Management

En route Inventory Management

Consolidate

High cost area

Competitive parity

IT Systems and Operations

IT Systems and Operations

IT Systems and Operations

IT Systems and Operations

Customer Directory

Customer Directory

Customer Directory

Customer Directory

Product Directory

Product Directory

Product Directory

Product Directory

Integrate and redesign

High cost & capital area

Basic

No action

Component Business Modeling (CBM)
  • Analytical technique that breaks business functions into a structured collection of components
  • “A Business on One Page”
  • Identifies services areas that are differentiating by applying objective evaluation criteria
  • Generates views (“heat maps”) that show where transformation opportunities lie
  • Develops business case for IT and business transformation opportunities

* Example of a CBM map for a consumer products company

grappling with the essential questions1
Grappling with the essential questions

“How do I begin to understand the maturity level to support our business processes and goals?”

Q.

A.

Examine existing business to

Assess your current SOA adoption maturity level

Identify the pain points for the scoped projects

Define the As-Is environment for the scoped projects

Define the To-Be environment for the scoped projects

service integration maturity model matrix

The Service Integration Maturity Model (SIMM) helps define a roadmap for incremental IT transformation linked to business transformation

Dynamically

Re-Configurable

Services

Composite

Services

Virtualized

Services

Silo

Integrated

Componentized

Services

Function

Oriented

Function

Oriented

Service

Oriented

Service

Oriented

Service

Oriented

Service

Oriented

Function

Oriented

Application Specific Skills

IT Transformation

IT Governance

Technology Adoption

Organizational Transformation

Cultural & behavioral Transformation

Human Service Bus

Business View

Object Oriented

Modeling

Component Based Development

Service Oriented

Modeling

Service Oriented

Modeling

Service Oriented

Modeling

Grammar Oriented

Modeling

Structured Analysis & Design

Modules

Objects

Components

Services

Process Integration via Services

Process Integration via Services

Dynamic Application Assembly

Methods

Monolithic Architecture

Layered Architecture

Component

Architecture

Emerging

SOA

SOA

Grid Enabled SOA

Dynamically Re-Configurable Architecture

Applications

LOB wide standardized Data vocabularies

Application specific data solution

Data Subject Areas established

Business Data can be shared outside the Silo.

Enterprise wide standardized Data vocabularies

Flexible Data vocabularies for expansion

Data vocabularies are Standards based

Architecture

Platform

Specific

Platform

Specific

Platform

Specific

Platform

Specific

Platform

Independent

Technology Neutral

Dynamic

Sense &

Respond

Infrastructure

Information

Organization

Level 1

Level 2

Level 3

Level 4

Level 5

Level 6

Level 7

Service Integration Maturity Model - Matrix
grappling with the essential questions2
Grappling with the essential questions

“How do I architect and design a flexible application environment to support our business processes and goals?”

Q.

A.

Examine existing business processes and their related IT assets, prioritize the services that contribute the greatest business value and design through a cost-effective architecture that enables them.

slide11

Services Oriented Modeling & Architecture (SOMA)

End-to-end SOA Method for the identification, specification, realization and implementation of services

  • A systematic approach:
    • Top-down domain decomposition to building systems
    • Existing Asset Analysis (Bottom-up Analysis)
    • Goal-Service Modeling
ibm soa design method rup soma
IBM SOA Design Method – RUP/SOMA
  • IBM is moving toward a single IBM SOA method that will be delivered as a set of content in RUP derived from existing RUP/SOA and SOMA techniques
  • The delivery mechanism is Rational Method Composer
  • There will be additional internal proprietary extensions to that converged IBM SOA method for use by GBS

Roadmaps to orient new users

Process based upon SOMA

Tasks/Products a merge of RUP and SOMA

align business architecture and it architecture
Align business architecture and IT architecture
  • Break down your business into components
  • Decide what is strategically important, and what is just operations in the value chain domains
  • Analyze the different KPIs attached to these components
  • Prioritize and scope your transformation projects

Business Architecture

CBM

  • Assess your current SOA adoption maturity level
  • Identify the pain points for the scoped projects
  • Define the As-Is environment for the scoped projects
  • Define the To-Be environment for the scoped projects
  • Identify the Gaps and build the SOA Roadmap

Assess & Plan

SIMM

  • Define a Service Model
  • Identify your services based on your business components
  • Specify the services and components accordingly
  • Make SOA realization decisions based on architecturaldecisions

Service

Modeling

SOMA

  • Implement a Service Model
  • Develop a service-oriented architecture to support the Componentized Business
  • Implement service based scoping policy for projects
  • Implement appropriate governance mechanism

SOA

Realization

Business-Aligned IT Architecture