Business Transformation with Business Architecture
Ho Yik Joon Enterprise Architect, HP Enterprise Services APJ Application Transformation Consulting
[email protected] © Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Agenda
• Business Challenges • Business Architecture • Business Transformation with HP Transformation Framework
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© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Focus on Business Strategy and Transformation CxOs are focusing more time on business strategy and transformation as a significant area for attention than in previous years: Business innovation Value and cost management Improve business operations and systems performance Drive business innovation Align IT initiative with business strategies
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Technology disruption
Competitive threats
Improving business operations and systems performance,
© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Customer’s satisfaction
Supplier’s bargaining power
And driving business innovation Aligning IT initiatives with business strategies
CxO
Value & cost management
Business Strategy Planning Industry analysis
Customer value analysis
Analysis of relative position
Segmentation - Where are the strategically distinct segments?
Channel -What attributes constitute channel value?
Capabilities -How do our capabilities stack up to competition?
Structure - How structurally attractiveness is the segment?
Customer - What attributes constitute customer value?
Costs - How do our cost stack up to competition?
Competitor analysis
Strategic choice Where to Play? How to Win? Choice 1
Prediction - How will competition react to our actions?
Where to Play? How to Win? Choice 2
The “Playing to Win” book (Harvard Business Review Press) by A.G. Lafley and Goger L. Martin. 4
© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Executing Business Strategy Questions asked by CEO – – – –
– – –
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Do we have the right business model to support the new strategy? What are business capabilities to be created? What are the obsolete business capabilities? What business processes, workflows, IT system must be in place to support these business capabilities? How do I measure strategy performance? How to implement organizational change management? What is the potential value of business transformation? © Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Examples of Business Capabilities • Business Capability is what a company needs to be able to do to execute on its business strategy. Examples: Enable ePayment, Cash Account sweep function.. etc.
• Business Capability is a collection of people, business process, technology that is addressable for a particular purpose. • Business Process defines how the capability is executed within the company. 6
Level 1 and 2 business capabilities map of Contoso Bank
© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
• Business Architecture is the first part of Enterprise Architecture • It is predominately about Business not IT • Based on OMG, Business Architecture is “A blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands”.
RightStep™ Framework "Tower" Strategic Plan(s) Strategic Business and IT Plans
Business Architecture Enterprise Business Operating Environment Business Functions and Organization Structure Enterprise Business Architecture Framework Business Process Architectures and Workflow Scenarios
Information Architecture Information / Data Management Framework and Precepts Business Intelligence Component Processes Component View Information Application Software Portfolio
Application Architecture Application Architecture Component View Application Software Portfolio
Technology Infrastructure Architecture Standards and Policies Logical Location Software Deployment Schema Operating and Systems Requirements Consolidated Component View
Enterprise IT Management Framework IT Systems Management Architecture IT Systems Management Component View IT Systems Management Application Software Portfolio Enterprise IT Management Organizational Model
Security Architecture Security and Business Continuity Requirements Information Security View Application Security View Security Infrastructure View Information Security Administration, Management and Training View
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© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Industry
Business Architecture & Enterprise Architecture
Business Architecture •
•
Goals
Business Strategy Map
Business Capability Map
Business Process Map
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© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Balanced Scorecard
•
Business Architecture is the bridge between Enterprise Business Model on one side and Business Capability on the other side. Enterprise Business Model: The chosen blueprint on how a company do business to sustain competitive advantage. Business Capability: What an enterprise needs to do to execute in its strategy; It is a collection of people, processes and technologies.
Typical Enterprise Pain Points • Misalignment of Business and IT • Information availability & timeliness
Lack of business agility
• Unclear TCO of IT services; Inadequate executive oversight of IT investments • Duplication of business processes, information and IT systems across enterprise • End of support of aging IT portfolios & aging IT staff with critical support skills
Inefficient use of infrastructure tools and technologies
• Increased pressure on IT budgets to do more with less, reduce IT costs
A business transformation strategy will address the pain points
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© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Business Transformation RightStep™ Framework "Tower" Strategic Plan(s) Strategic Business and IT Plans
Business Architecture Enterprise Business Operating Environment Business Functions and Organization Structure
Information / Data Management Framework and Precepts Business Intelligence Component Processes Component View Information Application Software Portfolio
Application Architecture
Industry
Information Architecture
Enterprise situation is assessed to determine business need, maturity, and existing standards.
Application Architecture Component View Application Software Portfolio
Strategic Enterprise Architecture Target
Client Environment
Enterprise Business Architecture Framework Business Process Architectures and Workflow Scenarios
Technology Infrastructure Architecture Standards and Policies Logical Location Software Deployment Schema Operating and Systems Requirements Consolidated Component View
Enterprise IT Management Framework IT Systems Management Architecture IT Systems Management Component View
Component Exists, use as is Component Exists but needs updating
IT Systems Management Application Software Portfolio Enterprise IT Management Organizational Model
Security Architecture Security and Business Continuity Requirements Information Security View Application Security View
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Security Infrastructure View © Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Information Security Administration, Management and Training View
Component needs to be created
HP Transformation Framework Discover
Inception Change Initiatives
Future State
Understand Business Context
Business Architecture
Value Mgt
Current State
Assess Current Environment Assess business Assess information Assess application Assess technology
Program Mgt Governance
Technical Architecture
• • • •
Define Future Enterprise Architecture
Management of Change
Define IT Governance Model
Define Transformation Plan
Business Context
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Current State Assessment Report
Future State Architecture Model
Future State Governance Model
© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Change Plan & Roadmap
Focus of a transformation strategy Align IT with business drivers, objectives, strategies • Current IT unable to support future markets, products, services
Simplify IT technology and services portfolio • No single set of design standards, enterprise architecture
Reduce Spend / enable redirection of spend • Inefficient use of resources, misaligned with priorities
Increase performance, efficiency and usability • Inability to respond to rapidly changing business needs
Improve Executive oversight of IT investments • Ineffective integration of Investment across enterprise
Improve compliance, minimize business risk • Ineffective decision support, management of change
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© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Understand Business Context
Understand business context
Assess Current Environment
Define Future Architecture
Define IT Governance
Includes assessing current business environment Understand business vision, strategy and objectives
• Understand business mission strategy and drivers • Understand business enterprise model/functional decomposition • Understand business continuity, compliance, & regulatory issues • Identify tactical business initiatives requiring IT solutions • Identify areas of focus and • CSFs for IT services
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Business Mission, IT Vision,Vision, Objectives andObjectives Strategy and Strategy Connect the current IT vision and strategy to the client business objectives and CSFs. Mission
Objectives
IT Vision & Strategy (existing)
Critical Success Factors
?
Build functional decomposition process maps
© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Define Transformati on Plan
Understand Business Context
Assess current environment
Assess Current Environment
Define Future Architecture
Define IT Governance
Define Transformati on Plan
Database and information architecture and BI toolset Current database architecture
Current information architecture and business intelligence tools Information architecture C.W.B. REGULATORY
MANAGEMENT
BODY
PROCESSES STAKEHOLDER
GOVERNMENT
PROPERTY
SHAREHOLDER
PERFORMANCE
EXECUTIVE
RESERVE BANK
SECURITY
EMPLOYEE
SWIFT
ASSET ASSOCIATION
STRATEGIC COMPETITOR ALLIANCE
CUSTOMER PRODUCT
GOLD MIHOF
MID MIHOF
SEGMENT
LOW MIHOF
CHANNEL
ACCOUNT
BRANCH
SAVING
ELECTRONIC
BUSINESS
MONEY MKT
TYPE
STAFF
LOAN
GROUP
• Collect/assess inventory of current information sources outlining characteristics / flow /usage • Collect/assess inventory of current Database Architecture outlining characteristics /usage • Understand current Information Architecture • Understand current Information Lifecycle Management (ILM) • Understand current toolset for Business Intelligence
CREDIT
TELEPHONE
WHOLESALE
THIRD PARTY
INSURANCE
MOBILE
LEASE
INSTITUTION
FRANCHISE
MAIL
ADVISER/ FEATURES
TYPE BROKER
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© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
FEATURES
Business Intelligence
Understand Business Context
Assess current environment
Assess Current Environment
Define Future Architecture
Application portfolio across multiple dimensions Compile application inventory
• Collect/assess applications inventory outlining characteristics / interfaces • Compile functional / technical / cloud suitability data for future analysis • Collect/assess financials for major application groups • Map the applications to business functions • Document Application Infrastructure
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A p p ID
3915
3940
7154
7148
7151
7150
7152
4847
4848
5363
7098
A p p lic a tio n A c ro n y m
L e a d e rs h ip Team
A p p lic a tio n N a m e
A p p lic a tio n D e s c rip tio n
F u n c tio n A re a
Physical Aspects: A B M S Physical Aspects: ZAMORA A lte rn a te B illin g M e d ia S y s te m T h is s y s te m m a n a g e s b illin g d a ta fo r m u ltip le a c c o u n ts o v e r m u ltip le b ill p e rio d s C u s to m e r B illin g Description to d e liv e r c o n s o lid a te d b ills , b illin g d a ta a n d b ill a n a ly s is to o ls to o u r la rg e s t Description c u s to m e rs . A B M S is a n in d e p e n d e n tly fu n c tio n in g s y s te m th a t p ro v id e s a c c o u n t Status (live, in development, management an Status A C IS Z A development, MORA A m e rite c h C u s to m e r In fo rm a tio n A re g io n a lly d e v e lo p e d c o m m o n s y s te m th a t s u p p o rts th e S e rv ic e N e g o tia tio n , C u s to m e r B illin g etc) (live, in S y s te m C u s to m e r O rd e r P ro c e s s in g , S e rv ic e O rd e r D is trib u tio n , C u s to m e r B illin g , Functional Aspects: etc) B ill/C u s to m e r In q u iry a n d R e v e n u e J o u rn a liz a tio n p ro c e s s e s . A C IS w ill re p la c e Functional Aspects: Planned Disposition (retire, 2 0 e x i s t i n g s y s t e(to m s . A s s is Business Function/Process Planned Disposition etc.)Z A M O R A(retire, A C I S A E replace, BS A m e r i t e c h C u s tBusiness o m e r I n f o r m aFunction/Process tio n A m e rite c h E le c tro n i c B i l l i n g S e r v i c e , b i l l i n g i n t e r f a c e t o A B M S ( A m e r i t e c h B i l l i n g C u s to m e r B illin g (to replace, etc.) S y s t e m - A m e r i t e c2-3 h E l elevels r o n i c of Business e d ia S y s te m ), v ia e le c tro n ic m e d ia fo r la rg e c u s to m e rs . 2-3c tlevels ofM Business Size of Application B i l l i n g S e r v i c e Taxonomy) Size of Application Taxonomy) Technical Aspects: Year A C I S Installation CBF ZAMORA A m e r i t e c h C u Business s to m e r In fo rm a t i o n F o r m a t t i n g a n d p a g i n a t i o n o f Technical a l l d e t a i l o n t h eAspects: A m e rite c h b ill, in c lu d in g : A m e rite c h C u s to m e r B illin g Owner Installation Year S y s t e m - C u s t o mBusiness e r B i l l F o r m aOwner t & c a r r i e r u s a g e , O C & C , r e c IT u r r i nOwner g c h a rg e s , b ill m e s s a g e s , N e w s Y o u C a n U s e , Expected Useful Life s u m m a r y p a g e , l o c a l u s a g e , aIT n d Owner p a y m e n ts a n d c re d its . Business SME Expected Useful Life Business SME Technical SME Enhancements/changes inA mthe Technical A C IS C D -R O M ZAMORA r i t e c h C u No. s t o m eof r I nUsers fo rm a tio n A C IS C D -R O M p ro v id e s a c tu a l b i l l i m a g e oSME n C D R O M , fo r la rg e c u s to m e r C u s to m e r B illin g Enhancements/changes in ethe Users S y s t e m - B i l l I m aNo. g e / C Sof R C Da c c o u n t s . I n c l u d e s a n I n d e Vendor x , C S R a n d E x c e l s p r e a d s h e e t , t h u s a l l o w i n g t h eFinancial Aspects: last two years User Locations c u s t o m e r t o n a v i g a t e a n d o r g aVendor last two years Financial Aspects: ROM n iz e b ill d e ta ils fo r in te rn a l a c c o u n tin g . User Locations Version Internal FTE- Development Criticality Internal A C IS IN V ZAMORA A m e r i t e c h C u Business s to m e r In fo rm a t i o n P e r f o r m s f o r m a t t i n g o f i n v o i c eVersion u s a g e fro m v a rio u s c a rrie rs , a s w e ll a s A IG C u s t o FTEm e r B i lDevelopment lin g FTE – S y s t e m - I n v o i c e Business R e a d y F o r mCriticality a t t e r v e n d o r s , c o n v e r t i n g i t t o A mModules e r i t e c h f o r m a t t i n g s t a n d a r d s a n d c o m b i n i n g i t o nInternal a Known system slimitations Internal FTE – i n g l e c u s t o m e r b i l l . I n c l u d e sModules A C I L D in v o ic e fo rm a ttin g . Maintenance/Support Known system limitations Database Maintenance/Support A C IS S P L T ZAMORA A m e r i t e c h C u s t o m e r I n f o r m a t i o n T h e i n t e r f a c e p o i n t b e t w e e n CDatabase A M P S a n d A C IS b ill s tre a m , c o n v e rts C A M P S D P O C u s to m e r B illin g External FTE- Development S y s te m -U s a g e S p litte rs b r e a k d o w n t o A C I S C A D b r eOperating a k d o w n . P e r System fo rm s in itia l e d its o f u s a g e file s to External FTE- Development Operating System e n s u re v a lid ity . External FTE – Development Language External FTE – A C IS -A IG ZAMORA A m e r i t e c h C u s t o m e r I n f o r m a t i o n A C I S - A I G a c c e p t s b i l l i n g d a t aDevelopment i n a n A m e r i t e c h d Language e f i n e d r e c o r d f o r m a t a n d c o n v eMaintenance/Support rts C u s to m e r B illin g Number/nature S y s te m -A m e rite c h In v o ic e th e re c o rd s in to s ta n d a rd A m e r i t e c h I n v o i c e B i l l i n of g ( AInterfaces ) r e c o r d s a n d c r e a t e s a n Maintenance/Support ofI BInterfaces Development cost G e n e ra to r A I B T e x t F i l e f o r a n i n t e r n a l o Number/nature r e x te rn a l e n tity . Host Platform Development cost Host Platform A C IS -A P D P ZAMORA A m e r i t e c h C u s t o m e r I n f o r m a t i o n B i l l i n g - S t o r e s d e p o s i t s a n d a d v a n c e p a y m e n t s r e c e i v e d o n r e t a i l a c c o u n t s .Maintenance C u s t o m e r cost B illin g Platform Location Maintenance cost S y s te m -A d v a n c e P a y m e n t a n d Platform Location External license cost D e p o s it Support team location External license cost Support team location Contractor/Vendor A C IS -B IL L IN G U P D A T E Z A M O R A A m e r i t e c h C u s t o m e r I n f o r m a t i o n T h e b i l l u p d a t e p r o c e s s i s t h e o n l y p r o c e s s i n t h e w h o l e A C I S s y s t e m w h i c h l o o k s C u s t o m e r B i l l i n g cost % of hardware capacity Contractor/Vendor cost S y s te m -B IL L U P D A T E a t e a c h a c c o u n t o n th e c u s to m e r d a ta b a s e o n c e a m o n th . It o n ly ru n s o n a b illin g %( Pof hardware capacity Platform Operating Cost to c y c l e a n d b i l l s a p r o c e s s g r o u pchargeable G ) w o rth o f B G ' sthe e a c application h n ig h t. T h e re a re m u ltip le Platform Operating Cost chargeable to the application C A D ’s f o r Purchase price, date, and A C IS -C D M 1 ZAMORA A m e rite c h C u s to m e r In fo rm a tio n C D M 1 w o rk s to a c h ie v e s o m e o f th e fo llo w in g fu n c tio n s : C u s to m e r B illin g Purchase price, date, andparty years covered, by third S y s te m -C u s to m e r D a ta A S O N p o s ts c o m p le te d s e rv ic e o rd e rs to th e C o m p le te d O rd e rs d a ta b a s e . years covered, third party M anagement 1 D u rin g th e n ig h tly b a tc h c y c le , C D M 1 re a d s th e s e rv ic e o rd e rs fro m th e software licensesby and C o m p le te d O rd e rs d a ta b a s e , a n d e d its th e m to e n s u re th a t software licenses and support agreements support agreements
Map applications to business function
© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Define IT Governance
Define Transformati on Plan
Assess current environment
Understand Business Context
Assess Current Environment
Define Future Architecture
Technology infrastructure Current infrastructure architecture
• Collect/assess inventory of current infrastructure components outlining characteristics /usage • Analyze effectiveness of current Security Architecture & strategies • Analyze effectiveness of current IT management tools and processes • Understand current enterprise architecture and IT direction including role of mobility & cloud • Develop comprehensive current state report
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© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Current security architecture
Define IT Governance
Define Transformati on Plan
Define future Enterprise Architecture
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Assess Current Environment
Define Future Architecture
Define IT Governance
Future enterprise architecture Enterprise Wide Business Capabilities and Processes
Business Strategy
Governance
© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Business and IT Services
IT Applications and Data
IT Infrastructure
Business Process
IT Strategy
Information
Applications
Infrastructure
Enterprise IT Management
Transformation Strategy
Cost/benefits analysis
Security Architecture
Organization Structures
IT Standards and Governance
Integrated Vision and Strategy
• Define a future state Enterprise Architecture (EA) vision • Identify gaps between current EA and future EA • Identify Transformation Initiatives required to deploy future EA • Cost/benefit analysis of potential solutions • Develop Recommendations
Understand Business Context
Define Transformati on Plan
Understand Business Context
Assess Current Environment
Define transformation governance structure, processes and measurement • Assess current governance structure and processes • Define structure linking Executive Leadership Team with CIO Program Office • Define roles and membership of each component in the governance structure • Define specific principles to guide IT Planning and Oversight • Establish Key Performance Indicators (KPIs) and Executive Scorecard
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Define Future Architecture
IT Governance Structure IT Governance Structure Executive Leadership Team IT Governanc e Board
TSC
© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Technolog y Steering Committee
CIO Program Office
Technolog y Leadership Council
Executive scorecard
TLC
Define IT Governance
Define Transformati on Plan
Understand Business Context
Assess Current Environment
Define Future Architecture
Define IT Governance
Develop transformation plan and road map with an associated business case Develop the transformation roadmap Outbound Vehicle Logistics/i2 Roadmap – Preliminary
2007
2006 Q3 Q4
Q2
2008 Q2 Q3
Q1
Q4
Q3
Global Engineering Data Mart Inbound Logistics
GLS - Contracts
Q4
Q1
2009 Q2 Q3
As of: 11/30/2006
Q4
2010 Q2 Q3
Q1
2011 Q2 Q3
Q1
Q4
Global Engineering Data Mart Inbound Logistics
Q4
IO Inbound TM/TP
Q1
2012 Q2 Q3
Q4
Q1
2013 Q2 Q3
Q4
IO Inbound FBAP
IO Inbound Visibility GME Inbound Visibility
POMS GMDAT Yard Management Solution Capacity Planning Inventory Control Load Make Up
i2 PoC - Perf i2 PoC, Func 1 Inst.
Order Visibility
i2 PoC, Mult TM Inst.
i2 PreProd, Prod Env’t i2 Dev(Q2), ITL (Q3) Env’t IT Frameworks Release 4
IT Frameworks Release 2 IT Frameworks Release 3
Data Projects
MDM Hubs – Activity/Status, Node, Party, Vehicle Product Desc. Global Common Event Model
Status/Activity
Order/Vehicle ODS P/D
P/D Ocean Visibility
GMAP 5m
I2 Design
Order / Vehicle ODS C/T
C/T Ocean Visibility
P/D Domestic Visibility
GMAP Focus 8m
GME 5m
Event Reception Logistics Issue Maintenance Parameter Maintenance Standard Reporting Visibility Reporting
Visibility SCV Projects
C/T/D DV
LAAM 5m
Deploy
Holden 4m
C/T/D DV
Holden 5m
Deploy DV Vauxhall 3m Redeploy
Deploy
Vauxhall 3m
Vauxhall 6m Deploy
C/T/D IV
Canada 6m Deploy
GMNA 9m C/T/D DV
GMNA 6m
Deploy FBAP 6m
GMNA
C/T/D IV
GME 6m
Redeploy
Deploy
AOAG 7m
GME
Deploy
LAAM 6m
Deploy
Holden 7m
AOAG 3m
AOAG 7m
SOX Compliance Deployment Restriction
Deploy
Vauxhall 3m
Deploy
LAAM 6m
Deploy
DAT 4m
SOX Compliance Deployment Restriction
GMNA
Deploy
DAT 4m
SOX Compliance Deployment Restriction
Deploy OV
SOX Compliance Deployment Restriction
Add’l Trade Lanes As Needed 12m
GMDAT 4m
GMAP
R2
Deploy PM/Cognos
C/T/D OV
SOX Compliance Deployment Restriction
LAAM
SOX Compliance Deployment Restriction
Cadence of Regional Deployment Projects
GME 11m
R1
P/D PM C/T PM Global Global 3m 2m (PM Data Warehouse) Visibility Reporting Standard Reporting
Global
P/D OVV Inv C/T Inv Visibility Visibility GME 5m GME 3m R3 – Fulfills Business Requirement to interface w/ Yard Management
C/T Domestic Visibility Alert Escalation Alert Generation Alert Maintenance Critical Incident Notification Event Reception Domestic and OM Exception Generation Exception Maintenance Exception Tolerance Maintenance Plan Reception Logistics and OM Standard Reporting Ad hoc
SOX Compliance Deployment Restriction
19
Q1
Vector Transition Logistics Data Mgt Cognos (PM Datawarehouse & Std Reports) Ad-hoc Analysis Standard Reporting
Inter-related Projects
n
Prioritize/sequence all initiatives Analyze impact on in-flight projects Develop long-term road map Develop business case for road map initiatives • Present Road Map and business case • • • •
GLS – Sourcing & Bidding
Projects Impacting Outbound Logistics
C/T/D DV
Deploy
AOAG 5m
Opel Polska 5m
Deploy
Deploy
Opel Polska 3m
Redeploy
Opel Polska 6m
Opel Espana 5m
C/T/D DV OP & OE 3m
P/D TM/TP Global GMAP Focus 12m ASN Creation Duration Calculation Event Maintenance Event Transmission Exception Transmission Issue Entry Logistics Plan Transmission LSP Event Reception Notification Validation
TM/TP Global Design/BR0 5m
C/T TM/TP Global GMAP Focus 9m
P/D TM/TP & FBAP LAAM 2m
Route Assignment Route Generation and Maintenance Shipping Documentation Creation Special Trip Plan Assignment Standard Reporting Trip Plan Generation Trip Plan Maintenance Vehicle Information Interpretation Vehicle Pickup Notification
I2 Design
Electronic Invoice Calc. Matching Electronic Invoice Reception Event Maintenance Manual Invoice Approval Manual Invoice Duplicate Checking Manual Invoice Entry Payment Completeness Checking Payment Notification Transmission Payment Reject Error Reporting Payment Summarization
© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
C/T TM/TP
C/T FBAP
LAAM 6m
LAAM 6m
Deploy
Redepl. Opel
Opel Espana 6m
Espana 3m
Application services unchanged P/D TM/TP & FBAP GMNA 3m
C/T TM/TP
C/T FBAP
GMNA 9m
GMNA 5m
Application services unchanged
P/D FBAP
P/D FBAP Global GME Focus 5m
TM/TP, FBAP Projects
Description Description
Objectives • Assess the current situation within the SEA account and delivery organizations, including current initiatives, processes, organization structures, and tools/technology • Rationalize current situation, stakeholder requirements, and best practices to identify gaps • Design and prepare for the implementation of a standardized service request process with an enterprise-wide and complete lifecycle focus • Leverage existing processes and tools when possible Organization Organization •
Account CDE’s – xxx • Enterprise Request Office (ERO) • xxx (Business Services)
SCV (Ocean)
C/T FBAP
GMAP GMAP 2m 3m Application services unchanged
C/T FBAP Global GME/AOAG Focus 6m Payment Transmission Payment Trans. Confirmation Rate Checking Service Charge Calculation Service Completion Reception Service Completion Validation Special Pay Number Assignment Standard Reporting Tax Calculation Tax Rate Checking
Scope • Develop processes, tools, and organization models for efficiency and effectiveness, not immediate lock-down initiatives • Complete service request lifecycle across the SEA organization, excluding the procurement and provisioning of hardware • All account organizations • American Airlines • Client • US Airways • Other (Travelocity, Gulf Air, etc...) • All delivery towers • Infrastructure • Applications • Distributed Services • Network
Key Stakeholders
Project Manager and Team
• Delivery tower leads – xxx • xxx (Finance)
SCV (Domestic) SCV (Inventory) TM/TP
P/D TM/TP
C/T TM/TP
C/T FBAP
GME 3m
GME 6m
GME 4m
Application services unchanged
FBAP PM
Primary Deliverables Primary Deliverables • Detailed solution design documents (process, organization, and technology ) • Detailed implementation plan for the solution design • Assessments of current situation, requirements, best practices, and current gaps
Critical Success Factors Critical Success Factors • Complete executive buy-in and communication of the service request management initiative • Key EDS resources are available and willing to lend expertise throughout the initiative
Develop business case
Definitions of Succe ss Definitions of Succe ss • Service request improvements validated through lab-based scenario testing • Turnaround time • Quality (estimation and quoting) • Reporting and visibility • Enterprise-wide solution allows for continual improvements in the SR process • Implementation teams can begin executing on implementation plan immediately upon its completion
Define Transformati on Plan
Many organizations have done this successfully Major automotive manufacturer
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Financial industry / financial application
•
Cut costs substantially
•
$29MM savings over 5 years
•
Time to market reduced substantially
•
Increased productivity
•
•
•
Market share gains
•
Improved part tracking
Retail industry •
App maintenance cost reduced by 70%
67% reduction in operating costs
•
Savings: $1.2M on SAP implementation
Server procurement times cut from months to hours
•
Apps reduced by 48%
© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
The Transformation Journey HP’s Transformation Framework ensures complete transformation execution across the entire enterprise architecture; business, information, application and infrastructure
Define the pathway
Analyze strategic plans for strategic directions
Manage transformation
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Define business architecture for Assess applications and required change information for future business architecture
Set governance for execution
Plan transformation roadmap
Recommend and align future application and information architecture
Develop modernization strategy
© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Assess applications architecture and align future infrastructure architecture
Design business taxonomy
Thank you
© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
