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Guest lecture Enterprise Architecture June 4th, 2014 Jeroen Cloo
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Topics
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• • • • • •
Introduction Why Enterprise Architecture Applications of Enterprise Architecture Some architecture methods Key concepts of architecture: principles, models, stakeholders & views Discuss some projects
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Introduction
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Education – Technical Management – Post Academic Master Digital Architecture – SIOO - Changemanagement
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SeederDeBoer (2008 – present)
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Capgemini (1999 – 2008)
– Enterprise Architect – Enterprise Architect – Functional Analyst
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Yacht (1996 – 1999) – Analyst / Programmer
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Some clients – – – –
Port of Rotterdam, Port of Amsterdam, Staples ING, Bank Mendes Gans, Rabobank Genzyme, Ziekenhuis Gelderse Vallei, Spaarne ziekenhuis Capgemini Academy
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Challenges of CIO’s
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Some business topics
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Mergers Support new business models Compliance
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Some technology topics
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Implement new technologies Security
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Mobile Big data
Social media Pagina 6
Cloud
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Typical approach to deal with these challenges
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+ Programme Management
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Some reasons for failure
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• • • • •
Vague mission, vision an goals which cause different interpretations Strategy without a freedom of which limits the execution teams too much To many projects arise under the name of strategy Solutions that are not traced back to the strategy Realised solutions are incompatible, overlap or are optimal for the project but NOT the enterprise • Lack of communication
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Impact of these failures …
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Warehouse closed for 1 week. 98% drop in profits to $1m. Additional costs: $192.5m
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Software rollout disturbed regular operations & So difficult to use that Avon representatives left the company “in meaningful numbers” Additional costs: $125m
Bankruptcy Additional costs: $5 billion?
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Complexity of information systems
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The need for an(other) instrument
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Strategy
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Programme Management
Enterprise Architecture
• • • • •
Explore strategic alternatives, develop business case Understand and analyse issues that hamper the execution of the strategy Gain insight into the current state to assess its compliance to regulations Deal with complexity of stakeholders involved in change Design a roadmap for transformation
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The need for an(other) instrument
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Strategy
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Enterprise Architecture
Programme Management
• Select available solutions and/or packages that are to become part of the solution • Provide a common language to a portfolio of changes • Enable traceability of design decisions • Give a clear context and direction for a portfolio of projects • … Pagina 12
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Governance paradigm (De Leeuw)
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Governance of enterprise transformation
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Applications of Enterprise Architecture
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Just like the ‘real’ world
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Many architecture frameworks
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Just a few of them …
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DYA
Tapscott - Caston
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IAF
Togaf
Archimate
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What these frameworks have in common
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• Describe several aspects – Business – Information – Technology
• Level of detail – Conceptual – Logical – Physical
• Key concepts – Principles – Models – Stakeholders & Views
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SOME OF MY PROJECTS
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Project 1 – Business School
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Context • Market leader in The Netherlands for IT based training • Lost market share to smaller companies • Implement e-learning • They needed to invest in their information systems
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How did we use Enterprise Architecture for this client?
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Approach
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Phase 1
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interviews workshops MT-decisions
Phase 2 hard work scenario’s
Model of required IT support: IS Services
Comparison, Conclusions & Recommendations
prioritised •context •principles •requirements
market scan specialist interviews
hard work
product information
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Necessary Information Services
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Financial Administration service
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CSS
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Partner Management
sales service Project administration service
Communication
Planning service Management Information Inventory Control
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3 scenario’s
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The following main scenario’s have been investigated: • Scenario 1: Use a standard administration application. • Scenario 2: Use a standard planning application. • Scenario 3: Use a bespoke solution for the Planning and Sales service.
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Scenario 1 – Standard business solution
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CRM service
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CSS
sales service
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Project administratie service Communication
Partner Management
Financiële Administratie service Capgemini systems
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Standard Business Solution Microsoft BS Axapta
Planning service Management Information
PortalPortal Microsoft Inventory Control
maintenance costs down
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Standard products, except
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English language
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Open oplossingen
2
Proven solutions
2
Secure
3
Microsoft based, except
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Flexible solution
2
User friendly
3
New apps. web based
3
Total costs down
?
Anywhere/anytime
2
State-of-the-art ICT
3
Maximum ICT support for processes
2
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Scenario 2 - Standard Planning Solution
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CRM service
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Financiële Administratie service
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Standard Business Solution Microsoft BS Axapta
CSS
sales service
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Communication Extended Planning
Capgemini systems
Project administratie service
Defacto CAPP
Planning service
Partner Management
maintenance costs down
?
Standard products, except
4
English language
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Open oplossingen
2
Proven solutions
3
Secure
3
Microsoft based, except
2
Flexible solution
1
User friendly
2
New apps. web based
1
Total costs down
Inventory Control
Management Anywhere/anytime Information State-of-the-art ICT Maximum ICT support for processes
? 2 2 2
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Scenario 3 - Bespoke solution
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Microsoft BS Axapta
CRM service
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Financiële Administratie service Capgemini systems
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CSS
sales service
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Microsoft? portal
Planning service
Communication
Portal Bespoke solution
Management Information
Inventory Control
Bespoke
Partner Management
maintenance costs down
1
Standard products, except
1
English language
4
Open oplossingen
2
Proven solutions
2
Secure
3
Microsoft based, except
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Flexible solution
2
User friendly
3
New apps. web based
3
Total costs down
1
Anywhere/anytime
2
State-of-the-art ICT
3
Maximum ICT support for processes
2
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Scenario’s compaired
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Scenario 1:
Scenario 2:
IS Services: Planning is the bottleneck
Principles: Standard solution and still quite open
IS Services: Integration planning/sales with financial may be probematic
Costs: cheap due to many standard solutions
Principles: Standard solution but less open and flexible
Costs: additional product and more integration costs
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IS Services
Scenario
Scenario
Scenario
1 1
2 2
3 3
Principles
3
2
1
Costs
3
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Scenario 3:
IS Services: Planning is best
Principles: Bespoke solution
Costs: Bespoke is expensive
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Project 2 – 2 Dutch ports
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Context • Both ports planned to invest millions in a new information system
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• Already 3 previous advices: not feasible
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– Maybe invest together?
How did we use Enterprise Architecture for this client?
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Any differences…
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Amsterdam versus Rotterdam from a customers perspective
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‘Just a disturbing point in the logistic process’
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Complex information flow at port
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De informatiestromen logistiek en zeevaart in het kader van port clearance Invoice
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Bill-ofLading
Gezondheids verklaring
Warehouse cq verschillende typen entrepots
Verlader / shipper Zending info/ manifest
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entrypoint
exitpoint
Ships stores (FAL 3)
exitpoint _______________________________Haven_______________________________
Schip op zee
Ligplaats: kade, palen, boeien
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Aanvraag Ligplaats (FAL ‘1+’) & dangerous goods (FAL 7)
Gen Declaration (FAL 1) ICS Manifest (“FAL 2”) / Bill of Ladings
Crews Effects (FAL 4)
laden/lossen
Warehouse
Updated ETA, toestand schip, waste afgifte
Zeehavengeld aangifte
stuwadoor
Laad/los instructies & rapportages
ETA's & ATA's ligplaats, waste afgifte & overige opdrachten ETA’s & ATA’s
Cargadoor/ havenagent
Havenmeester Crew List (FAL 5) Passenger (FAL 6)
Consignee (importeur) (importeur)
Updated ETA & ligplaats
Douane
Kmar
ETA & ligplaats Statistische aangifte (afgeleid van ICS manifest)
CBS
Vooraanmelding LNV goederen Gezondheidsverklaring
RVV
Delegated control
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Added value of portbase
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Facilitate complex information flows Less delays in logistic process (time = money!) Re-use information One system for Amsterdam & Rotterdam Facilitates communication with other stakeholders in logistic process – Train planning – Inland ports – Road planning
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Project 3 – Electronic patient record
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Context • Project 2 years on the run – Implemented only 1 department – About 25 departments to go
• Invested several millions euro’s – 25% of budget
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• Project not on time and potentially over budget • Specialists in partnerships
How did we use Enterprise Architecture for this client?
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Assessment
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• • • •
Business benefits not clear Scope not clear No trace back of design choices No instrument for steering – Scope – Finance
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Vision necessary!
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Architecture framework
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Business
Informatie/ICT
000 Uitgangspunten
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083 Fysiek ontwerp
producten en diensten processen & organisatie
ICT-infrastructuur informatie & informatiesystemen
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Producten & diensten
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Processen Deelproces: Interventie
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Besturende processen Zorgkwaliteit – Kwaliteit van werk - Doelmatigheid
Ondersteunende processen
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Financieel management – Supply Chain Management – Facilitair Management – HRM - Informatieverstrekking
Zorglogistiek & procesmanagement Plannen zorgactiviteit
Organiseren externe nazorg
000 Van deelproces Diagnose
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Evalueren doelmatigheid interventieplan
Uitvoeren zorgactiviteit
Opstellen interventieplan
Afronden zorgvraag
Naar deelproces Diagnose
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Sturing zorgproces
Basisregistratie Beheren basisgegevens
DBC Registratie
Beheren aanvraag zorgactiviteit Beheren afspraken Beheren behandelplan Beheren verwijzingen
Basisgegevens
Logisch objectenmodel
Diagnose
Naar deelproces Nazorg
Beheren uitgevoerde zorgactiviteiten Beheren DBC’s
Basisgegevens Zorgvraag Zorgactiviteit
Systeemlandschap
Basisgegevens Essentiële verrichtingen
Dossiervoering
heeft
Patiënt
ondersteund door
Zorgvraag
Verwijzing
van
Ketenpartner
is basis voor Aanvraag zorgactiviteit Zorgactiviteit standaard Protocol
beschrijft uitvoering
Beheren medische basisgegevens
Beheren complicaties
Beheren waarnemingen
Beheren overdrachten
Beheren externe voorgeschiedenis
Beheren diagnose
Beheren professionele samenvattingen
Beheren zorgvraag Professionele samenvatting
Basisgegevens Zorgactiviteit
Richtlijn
Externe voorgeschiedenis
Professionele samenvatting
Medicatie
Externe communicatie
Medicaties
Waarnemingen (ondersteunend)
is basis voor Capaciteit Zorgverlener
Beheren waarnemingen
bevat beschikbaarheid
Faciliteit
Incidenten
Zorgactiviteit
Beheren incidenten
Beschikbaar Medisch
Behandelplan standaard Protocol
Beheren medicaties Informeren extern Beheren overdrachten
Verpleegkundig
gebaseerd op
Richtlijn
Ondersteunend
bestaat uit
ondersteund door
Professionele samenvatting Overdrachtsdossier
Medisch hulpmiddel
Externe medicatie Zorgdomein Basisregistratie
Professionele samenvatting
Basisgegevens Afspraak
Werkdossier
Interventieplan onderdeel van
Waarneming
Behandelplan
NAW COV
Essentiële verrichting
Nazorgplan
Norma medisch
X/Fact
Beheren uitgevoerde zorgactiviteiten Beheren DBC’s
Norma verpleegk.
Paramedisch Diagnose
NTBR
DBC Registratie
Beheren aanvraag zorgactiviteit Beheren afspraken Beheren behandelplan Beheren verwijzingen
Basisgegevens
X/Care
Medisch is basis voor
Sturing zorgproces
X/Care
Beheren basisgegevens
Uitgevoerd
Verpleegkundig
Basisgegevens Zorgvraag Zorgactiviteit
Basisgegevens Essentiële verrichtingen
Allergie
MRSA onderdeel van
Bloedgroep Externe medicatie
Dossiervoering
Medicatie Incident
Beheren medische basisgegevens
Beheren complicaties
Beheren waarnemingen
Beheren overdrachten
Norma medisch
Intoxicatie
Norma verpleegk.
Complicatie
JIM
Correspondentie
Beheren externe voorgeschiedenis
Beheren diagnose
Beheren professionele samenvattingen
Beheren zorgvraag
PDMS
Voorgeschiedenis
is basis voor
Diagnose
Dossier Externe voorgeschiedenis
onderdeel van
Professionele samenvatting
is basis voor DBC
vastgelegd in
Basisgegevens Zorgactiviteit
Verrichting administratie
Externe voorgeschiedenis
Professionele samenvatting
Medicatie
Waarnemingen (ondersteunend) Beheren waarnemingen
Incidenten
X/Care
Beheren incidenten
Norma medisch
Trias Web
Labosys
Externe communicatie Informeren extern Beheren overdrachten
Centrasys
Beheren medicaties
Endobase Glims Impax
PDMS Professionele samenvatting Overdrachtsdossier
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Medicaties
EVS
RIS
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Norma medisch
Labosys Externe medicatie
RIS
Zorgdomein Basisregistratie
X/Care
Sturing zorgproces
X/Care
Beheren basisgegevens
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Norma medisch
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DBC Registratie
Beheren aanvraag zorgactiviteit Beheren afspraken Beheren behandelplan Beheren verwijzingen
Basisgegevens
X/Fact
Beheren uitgevoerde zorgactiviteiten Beheren DBC’s
Norma verpleegk.
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Diagnose
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Basisgegevens Zorgvraag Zorgactiviteit
Basisgegevens Essentiële verrichtingen
Dossiervoering Beheren medische basisgegevens
Beheren complicaties
Beheren waarnemingen
Beheren overdrachten
Beheren externe voorgeschiedenis
Beheren diagnose
Beheren professionele samenvattingen
Beheren zorgvraag
Norma medisch
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Norma verpleegk. JIM PDMS
Professionele samenvatting Basisgegevens Zorgactiviteit
Externe voorgeschiedenis
Professionele samenvatting
Medicatie
Waarnemingen (ondersteunend) Beheren waarnemingen
Incidenten
X/Care
Beheren incidenten
Norma medisch
Trias Web
Labosys
Externe communicatie Informeren extern Beheren overdrachten
RIS
Norma medisch
Medicaties
Centrasys
Beheren medicaties
Endobase Glims
EVS
Impax
PDMS Professionele samenvatting Overdrachtsdossier
Labosys Externe medicatie
RIS
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Project 4 – Knowledge management
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Context • 3rd largest pension fund in the world • Several offices around the world • 313 billion €
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How did we use Enterprise Architecture for this client?
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Knowledge management
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Strategy
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Culture/ People
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LEARNING
Technology
Processes & Organization
Knowledge areas
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Reference architecture
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Access
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Tools
Single point of access to all knowledge and information. Anytime, anywhere.
Content
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Tools to support creation, storage, distribution and (re)use of knowledge and information Guidelines / Standards / Procedures To support the day-today processes: what to do.
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2Know how we work Responsibility
Tacit Knowledge
Explicit Knowledge
• Knowledge ‘inside’ peoples heads
• Knowledge that is documented
• Intangible
•Tangible
2Know what we think
2Know what we wrote
Market Business Information External sources of knowledge & info 2Know the world
Learning
Knowledge transfer by (computerbased) training 2Learn
Responsible staff to support the knowledge management processes Groupware / TeamRoom
Cooperation 2Know Who is Who EachOther
A private place on the intranet/web where a team can communicate, share documents, and work together on a project or community.
2Cooperate
Culture
Cultural aspects of knowledge management
Data
Operations
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Thank you
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Jeroen Cloo Managing consultant M T E W
06 4456 3833 035 622 3428
[email protected] www.seederdeboer.nl
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