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www.steria.com
Enabling a strategic perspective for a
Dynamic Application Portfolio
www.steria.com The pressures we have observed clients facing
Commercial in confidence 2
www.steria.com What we hear our clients asking for in the Application space
Commercial in confidence 3
www.steria.com
TRANSFORMATION
METHODOLOGY
Announcing Steria: RightApps Management
Pragmatic transformation methodology allowing Steria to progressively migrate our clients’ applications to our new RightApps Management service model
Allowing to deliver Application Management services according to a unique combination of output-based services and positive service outcomes
Pay per use Application Management services
Committed performance targets
A unique combination in the market
EVOLUTIVE PRAGMATIC
Commercial in confidence 4
NEW SERVICE
MODEL
FLEXIBLE ITIL
COMPLIANT
FIXED CORE SERVICES
COMMITTED
TARGETS
SERVICE
OUTCOMES
PAY PER
USE
SERVICE
OUTPUTS
www.steria.com
Enabling sound decision making
Commercial in Confidence 5
Untangling complexity objectively
Subjective analysis of
functionality, value,
complexity and utility
– across
Data, Applications,
Infrastructure, Skills
Process, Strategy
Objective technical
automated analysis of
the application
technically function,
value, complexity,
standard,
performance
www.steria.com Portfolio Assessment Method Tools
www.steria.com
7
Scenario 1 – Enabling competitive advantage
Core business applications- lack of flexibility, agility, expensive to maintain & operate
Earlier attempt by client for LEGACY modernization of the system failed at the time we started
the engagement
The path to success must was driven by TCO
7
Priority Candidates
1. Front functional
2. BI power
3. Client management & operations
management
4. Life cycle contract
Secondary Applicants
1. Commission system
2. Accounting
3. Billing & Collection
4. Client Marketing
5. Desktop publishing
Tertiary Applicants
1. Laws
2. Logistics
Leading European Media Company
www.steria.com Scenario 2 – Continuous Value Add
Steria Templatev8_English_samples blue V003.ppt
Manage a large application portfolio « on behalf of client » (more than 75 applications)
Using PAM to enhance value
• Being able to propose a relevant roadmap to optimize Application Portfolio
• Helping IMG to Build and optimize annual application roadmap by challenging, selecting and prioritizing customer needs an requests
Assessment Model Overview
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E
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•Workshops
•Questionnaires
•IM Data Sources
●App v
●App w ●App x●App z
●App yCost
Benefit
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10A
B
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•Key factors
•Assessment components
•Scores•Weights
Segment S
Application Footprint – App w
Retire
RetainReview
Replace
Assessment Model Overview
Domain value
Ap
plic
ati
on
eff
icie
ncy
Application corrosiveness
High Values
Low Value No Value (to be demised)
Misrepresented Value
(Error)
Consolidation
n
Ra
tio
na
liza
tio
n
Optimization
Assessment of applications value
Mapping
Ap
plic
ati
on
eff
icie
ncy
Global Aircraft Manufacturer
www.steria.com Scenario 3 - Rationalising for performance
Cleveland Police in the UK signed a 10 year Business Process, Infrastructure Management and Application Management deal with Steria in 2010. As part of this deal, a number of Service Improvement Projects were defined in the contract for the nominated supplier to deliver.
SIP 3.10 is for SQL Rationalisation, the objective of which was to:
• Reduce the number of servers running
the databases thus reducing the support
overhead
• Reduce back-up costs for the databases
• Improve disaster recovery
• Reduce licensing costs
• Simplify future upgrades through
consolidation of platforms
• Through working with Steria and the application
of the PAM methodology Steria has been able
to:
• Review the entire application estate and
retired 10% of applications and the
related infrastructure
• Delivered a Pilot SQL Migration moving
application databases from unsupported
platforms to a new virtualised
environment
• Decommissioned Legacy SQL Servers
• Updated 60% of the support
documentation
• Cleveland is now finalising the plan to
move all the applications running older
versions of SQL to the new virtual
environment which is due for completion
in the coming month
Cleveland Police
www.steria.com Scenario 4 – Foundation for a Global Strategy
One BANK World Wide Program was to address key issues on Application to achieve 25% reduction ($500 million)
Increasing software standardization across all countries and business units from the current level of 33% to 75% by 2013.
Reduce the number of unique software applications supported in production by 50% (approx 1700 systems) through demising legacy systems in favour of One BANK systems.
Implementing a standard operating model across SWD which emphasizes “ruthless standardization” of software manufacturing, resource management, and software support practices
BANK has asked Steria to help them to build a methodology,
based on Steria Know how & Portfolio Assessment Management (PAM) service offering a relevant restitution of their data
1000+ applications were analyzed and assessed using PAM methodology
Group Systems Adoption in S / M / L Banks
Global Bank
www.steria.com/uk
Erfaringer og metodikk for Porteføljestyring
FAGDAG
12. juni, 2012
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AGENDA - bedre beslutningsgrunnlag for styring av it-porteføljen
1. Utfordringer og erfaringer
2. Fokusområder, metodikk og bedre beslutningsgrunnlag
3. Eksempler på verktøy som del av metodikken
4. Eksempler på prosjekter hos norske kunder
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1. Utfordringer og erfaringer - It ledelsens viktigste problemstillinger i rangert rekkefølge
CIO Concerns Rank
Business productivity and cost reduction 1
IT and business alignment 2
Business agility and speed to market 3
Business process re-engineering 4
IT cost reduction 5
IT reliability and efficiency 6
IT strategic planning 7
Revenue generating IT innovations 8
Security and privacy 9
CIO leadership role 10
Source: SIMosium annual CIO survey, society for information management
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Gjennomføring
Mål for arbeidet • Skaffe til veie informasjon om?
• Ta vare på informasjonen og oppdatere informajonen for fremtidig bruk?
• Skal vi ta tilsvarende beslutninger senere?
• Har informasjonen nytte i andre beslutninger?
• Hva er oppdateringsbehovet?
• Krav til prosess og system?
Metode og verktøy som understøtter
målet
• 1
• 2
• 3
2. Fokusområder – mål - beslutningsgrunnlag - mandat for steg etter steg mot porteføljestyring
Utfordringer • Hvilken beslutning skal
tas? • Hva er kritisk? • Hva er
informasjonsbehovet? • Hva har vi oversikt over? • ….
www.steria.com
Portefølje styring
2. Metodikk - bedre beslutningsgrunnlag - skaffe seg oversikt over IT-porteføljen og gjøre informerte beslutninger
Planlegge Gjennom-føring
Innsamle og analysere informasjon
Analysere og rapportere
Input • Dialog om
kundens
utfordringer/
behov
• Verktøy
• Strukturerte
intervju
• Maskinelle
analyser
• Evaluering mot
beste praksis
• Individuelle
vurderinger
Output • Verktøyvalg
• Arbeidsplan
Oversikt over
områder hvor
forbedringer til
teknologi,
infrastruktur og
forretningsdrift
kan prioriteres
Standardisert
informasjon om
tilstanden i de tre
perspektiver
Beslutningsgrunnlag
• Standardisert
informasjon om
applikasjoner og
«veikart» for
forbedringer
• Objektivt
beslutningsunderlag
for kost reduksjon
• Analyse av behov
og utfordringer mot
beste praksis i de
tre perspektiver
• Forslag til tiltak og
videre arbeid –
Risikovurd. mv
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Porteføljeverktøy består av metode, verktøy og konsulenter som kjenner verktøyene og kan overføre disse til oppdragsgiver
Analysene understøtter beslutninger om forbedringer innen teknologi
infrastruktur, drift, vedlikehold og prosess.
Modernisering
Portefølje Rationalisering
Infrastruktur Konsolidering
Offshoring Outsourcing
Innføring av Standard
Innføring av SOA
Beslutnings grunnlag
Prosess effektivitet
Grad av respons forretningskrav
Outputs
Vedlikeholds-effektivitet
Portefølje plan
Verdi av applikasjon og portefølje
Metoden
2. Metodikk - bedre beslutningsgrunnlag - skaffe seg oversikt over IT-porteføljen og gjøre informerte beslutninger
www.steria.com
•Bedret sikkerhet
•Bedret tjeneste- ytelse •Øke system- kapasitet •Bedret finansiell kontroll •Bedret portefølje- forvaltning •Bedret yteevne i virksomheten
•Standardisert organisasjon •Samstemt organisasjon •Felles, strategiske Komponenter •Få strategiske partnere •Tilpasset strategisk, teknisk rammeverk
•Fordeler -Identifisering -Realisering -Verdi for ledelse •Kritiske data
•Kvalitet på data -Omløp -Presisjon •Viktighet av forretn.prosesser -Kristiske -Produktivitet •Tilpasning til virksomhets- prosesser
•Applikasjons- design •Stabilitet •Utnyttelse •Sikkerhet •Kvalitet på support •Levedyktighet
•Operasjonelle kostnader -Hardware -Lisenser -Nettverk •Support kostnader -Brukerstøtte -2dre, 3dje linje -DBA -Lokal IT avd. •Prosjekt kostnader -Besparelser -Tot. kostnader
•Sikkerhet
•Lovendringer
•Politikk
•Omdømme
•Finansielle endringer
Virksomhets gevinster
Tilpasning til
IT strategi
Tilpasning til virksomhets-
prosesser
Forvaltnings- dyktighet
Kostnad Risiko
Fakt
ore
r K
om
po
ne
nte
r 2. Metodikk - Analysefase - Hva er aktuelt å vurdere
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•Bedret sikkerhet
•Bedret tjeneste- ytelse •Øke system- kapasitet •Bedret finansiell kontroll •Bedret portefølje- forvaltning •Bedret yteevne i virksomheten
•Standardisert organisasjon •Samstemt organisasjon •Felles, strategiske Komponenter •Få strategiske partnere •Tilpasset strategisk, teknisk rammeverk
•Fordeler -Identifisering -Realisering -Verdi for ledelse •Kritiske data
•Kvalitet på data -Omløp -Presisjon •Viktighet av forretn.prosesser -Kristiske -Produktivitet •Tilpasning til virksomhets- prosesser
•Applikasjons- design •Stabilitet •Utnyttelse •Sikkerhet •Kvalitet på support •Levedyktighet
•Operasjonelle kostnader -Hardware -Lisenser -Nettverk •Support kostnader -Brukerstøtte -2dre, 3dje linje -DBA -Lokal IT avd. •Prosjekt kostnader -Besparelser -Tot. kostnader
•Sikkerhet
•Lovendringer
•Politikk
•Omdømme
•Finansielle endringer
Virksomhets gevinster
Tilpasning til
IT strategi
Tilpasning til virksomhets-
prosesser
Forvaltnings- dyktighet
Kostnad Risiko
Fakt
ore
r K
om
po
ne
nte
r
virksomhets gevinster
Tilpasning til
IT strategi
Tilpasning til virksomhets-
prosesser
Forvaltnings- dyktighet
Kostnad Risiko
Fakt
ore
r K
om
po
ne
nte
r
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2.Metodikk, Analysefase – Velge de viktigste områdene
www.steria.com
3. Eksempler på verktøy - Verktøykassen
Fokus
Verktøy
Strategi Prosess Sys/app. Detaljering Innsats Deltakere
Business IT
Alignment Overordnet Liten innsats CIO, IT Directors
CAST Highlight
Overordnet Liten innsats Automatisk,
Applications eiere
Quick Start
Lett detaljert Liten innsats Business Unit Heads, IT
Directors, other
Application Value
Assessment Lett detaljert Middels
innsats
IT Directors, Portfolio,
Project, Program &
Service Managers
Application Roadmap
Screener Lett detaljert Middels
Innsats
Project & Service
Managers, Architects,
Technical Staff
Project, Program and
Portfolio Assessment Middels
detaljert
Noe innsats Portfolio, Project,
Program Managers
IT Service Delivery
Assessment Middels
detaljert
Noe innsats Service Managers
IT Governance
Middels
detaljert
Noe innsats CIO, Business Unit
Heads, IT Direktører
Maintainability
Assessment Detaljert Noe innsats Service Managers,
Applications eiere
CAST
Detaljert Middels
innsats
Changepoint
Justeres etter
behov
Middels
innsats
Portefølje forvalter
Prosesseier
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Definere formål
Organisere informasjons-
innhenting
UKE 1
3. Bruk av metodikken
Gjennomføringsplan - eksempel
Oppsett
Analyse
Innhenting av informasjon
(Intervju, m.m.)
Velge verktøy
UKE 3 UKE 8 UKE 10 UKE 12
Evaluering
Analyse Slutt
Anbefalinger
Evaluering
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3. Videre eksempler på verktøy (tools)
Eksempler på verktøy som del av metodikken
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App. Value Assessment Business IT Alignment App. Mod. Assessment
Process Maturity Assessments
Application 1
Application 2
Retain
Retire
Application 5
Rationalise Replatform
Reconstruct
Application 6
Application 10
Application 4
Application 7
Application 3
Application 9
Application 8
Application 1Application 1
Application 2Application 2
Retain
Retire
Application 5Application 5
Rationalise Replatform
Reconstruct
Application 6Application 6
Application 10Application 10
Application 4Application 4
Application 7Application 7
Application 3Application 3
Application 9Application 9
Application 8Application 8
IT Service Delivery Assessment
Project, Program and Portfolio Assessment
IT Governance Assessment
3. Videre eksempler på verktøy (tools)
www.steria.com
23
3. Eksempel på verktøy Aligne your IT with your Business Goals
Focus on information systems
strategies within the wider context of the corporate and business strategy formulation and implementation processes.
Alignment is adjudged on eight factors (see notes)
Tools
Steria’s Technology Alignment Gap (TAG) Map visually depicts the alignment (see right for sample)
www.steria.com
3. Eksempel på verktøy Application Value Assessment
Application Efficiency Business Value
Based on Application Type, Criticality and Functional gaps and Application Productivity
Technology Value Based on Non functional requirements i.e.
scalability, Reliability, Maintainability etc
Application Corrosiveness Complexity
Based on application size, age, architecture complexity and functional overlapping.
Operational Efficiency Or the lack of it, is measured based on Learning
curve, Usability, Downtime, Rollbacks and Documentation etc)
Risks Based on Technology Obsolescence, Regulatory
Gaps, Skilled Resources, Process Adherence, DR Readiness and Security
Valuable
▬ High Efficiency and Low Corrosiveness
Low or Unrepresented Value ▬ Low Efficiency and Low
Corrosiveness Misrepresented Value
▬ High Efficiency and High Corrosiveness
No Value ▬ Low Application Efficiency and High Corrosiveness
www.steria.com
FIT to Information Management Strategy – This involves assessment of application for alignment with organization strategic goals, solution selection, and design & integration principles.
Operability – Operability is assessed based on
non-functional requirements i.e. scalability, maintainability security, data integrity and usability of the application.
Business benefits & Operation Fit - This is determined based on productivity, business value and benefits delivered by the application.
Cost – This includes Cost reduction plan, priorities and split of operating and support cost for the application.
Risks - Assessment of technology, security and failure risks associated with the application
3. Eksempel på verktøy Application Modernization Assessment
www.steria.com
GGM-FE/MR 2009/124 26
3. Eksempel på verktøy Application Modernization Assessment
Graph Summarizes the modernization decision for application Inner circle represents the Retain
decision
Outer Circle represents Rationalize, Re-construct and Re-platform options
Area beyond outer circle symbolizes the Retire Option
Adjoining boundaries of two areas are considered as best and second best modernization options for the application. A subjective evaluation of application
is recommended if the tool suggests more than one modernization options
www.steria.com 3. Eksempel på verktøy Quick Start toolkit
Initial screening of focus areas.
Does not presume technical skills Highlights:
▬ Quick
▬ Easy
▬ Indicative
Assessment Area
Absolute Score
Environment Adjusted Score Status Comments
AGE 100 83 Review the gaps
Complexity 70 70 Need planned efforts to Improve
Technical Size 80 80 Need extra effort to stabilize
Documentation 100 83 Need planned efforts to Improve
Skills 70 58 Alarming Condition
Processes 100 100 Desirable state
Relationships 68 61 Need extra effort to stabilize
Facilities 93 93 Review the gaps
Trends 100 100 Desirable state
Operational Metrics
Incident Resolution Effort 297 297 Review the gaps
Resolution Result 274 274 Need planned efforts to Improve
Change Time 0 0 Insufficient Input
Change Result 346 346 Review the gaps
Incident Category 366 366 Desirable state
www.steria.com 3. Eksempel på verktøy CAST Application Intelligence Platform (AIP)
Automated analysis of entire application
Most dangerous defects lie in cross-component interaction
Over 800+ architectural and language specific code checks
Executive level of synthesis & trending
Drill down to root cause in the source code
www.steria.com 3. Eksempel på verktøy In CAST Highlight
29 Copyright CAST 2007
Assess your application portfolio in a matter of days
Just send each Application owner: 1) plug in to run and 2) on line questionnaire (20mn)
Get a comprehensive report on the structural health of your portfolio from the cloud
Cu
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4. Eksempler på norske prosjekter
Kunde
Utfordring Løsning
Statens
Landbruksforvaltning
• Oversikt over vedlikeholds- perspektivet ved
en applikasjon.
• Jevnlig måling av helsefaktorer ved et antall
applikasjoner for å se om vedlikeholdet
bidrar til bedre måloppnåelse
Maintainability Assessment for å kunne legge frem et
strukturert beslutningsgrunnlag
Cast Assessment kjøres hver 4. måned for å måle
spesifiserte helsefaktorer (KPI’er)
Telenor • Oversikt over vedlikeholds- perspektivet for
to applikasjoner
Maintainability Assessment for å kunne legge frem en
strukturert oversikt.
Politiet (POD og PDMT) • Oversikt over vedlikeholds- perspektivet for
en applikasjon
• Oversikt over dagens situasjon mht.
prosesser
Maintainability Assessements for å kunne legge frem en
strukturert oversikt.
Analyse av dagens prosesser i forhold til beste praksis
Skattedirektoratet • Oversikt over IT leveranseprosesser Analyse av dagens prosesser i forhold til beste praksis
Staten Pensjonskasse • Oversikt over vedlikeholds- perspektivet for
en applikasjon
Maintainability Assessements for å kunne legge frem en
strukturert oversikt.
Trondheim Kommune • Spesifikke krav til leveranse mht.
konfigurasjonsoversikt og dokumentasjon
Analyse av krav og spesifikt arbeid for å levere krav i
form av CMDB (Configurasjons Data Base) og et CMS
(Configurasjons management) for å ivareta andres
leveranser.