Hanschke Strategic IT Management

A Toolkit for Enterprise Architecture Management
1. Auflage 2009
ISBN: 978-3-642-05034-3
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 342 Seiten

For you as an IT manager, changes in business models and fast-paced innovation and product lifecycles pose a big challenge: you are required to anticipate the impact of future changes, and to make rapid decisions backed up by solid facts. To be successful you need an overall perspective of how business and IT interact. What you need is a toolkit, enabling you to manage the enterprise from a helicopter viewpoint while at the same time accommodating quite detailed aspects of processes, organization, and software lifecycles. Strategic IT management embraces all the processes required to analyze and document an enterprise's IT landscape. Based on the experience of many projects and long discussions with both customers and academic researchers, Inge Hanschke provides you with a comprehensive and practical toolkit for the strategic management of your IT landscape. She takes a holistic view on the management process and gives guidelines on how to establish, roll out, and maintain an enterprise IT landscape effectively. She shows you how to do it right first time - because often enough there's no second chance. She tells you how to tidy up a IT patchworks - the first step towards strategic management - and she gives you advice on how to implement changes and maintain the landscape over time. The book's structure reflects the patterns that exist in strategic IT management from strategic planning to actual implementation. The presentation uses many checklists, guidelines, and illustrations, which will help you to immediately apply the content. So, if you are a CIO, an IT manager, a business manager, or an IT consultant, this is the book from which you'll benefit in most daily work situations.

Inge Hanschke is Managing Director of iteratec GmbH, München, Germany. She has over 15 years of experience in IT management, IT strategy and IT architecture as well as in software engineering and IT technology as a senior project manager and senior IT management consultant. Among her recent achievements is the launch of 'iteraplan', the first OSS tool for Enterprise Architecture Management.

Autoren/Hrsg.

Hanschke, Inge

Inhaltsverzeichnis

1;Preface;4
2;Acknowledgements;6
3;Contents;7
4;1 Introduction;10
4.1;1.1 Strategic Management of IT Landscapes;11
4.2;1.2 Navigating This Book;12
4.3;1.3 Who Should Read This Book?;13
4.4;1.4 Scope of This Book, Further Reading;14
5;2 Strategic Planning of IT;15
5.1;2.1 Scope and Definition;16
5.2;2.2 Role of IT in the Organisation;19
5.2.1;2.2.0.0 What Part Does Your IT Play in the Enterprise?;19
5.2.2;2.2.0.0 What is the Current Performance Potential of IT?;23
5.3;2.3 Strategic Positioning of IT;24
5.3.1;2.3.0.0 ''Where Do We Want to Go'' or ''How Does IT Wish to Position Itself in the Future''?;25
5.3.2;2.3.0.0 What Performance Potential can IT Deliver in the Future?;29
5.4;2.4 Strategic Objectives;30
5.4.1;2.4.1 Deriving IT Goals;31
5.4.1.1;2.4.1.0 Example for Deriving IT Goals;32
5.4.2;2.4.2 Principles for Strategic Guidance;34
5.4.3;2.4.3 Strategies to Underpin Goal Achievement;39
5.4.3.1;2.4.3.0 Application Strategy Dependent on Business Process Classification;41
5.4.3.2;2.4.3.0 Application Portfolio Matrix ''Strategy Contribution/Value Contribution'', Based on Ward/Peppard [War02];43
5.4.3.3;2.4.3.0 Application Portfolio Mapping ''Technical Quality'' Against ''Business Value'', Based on Maizilish/Handler [Mai05];46
5.4.3.4;2.4.3.0 Application Portfolio ''Business Value/Technological Appropriateness'', Based on [Buc05];48
5.5;2.5 IT Strategy;50
5.5.1;2.5.1 Content of an IT Strategy;51
5.5.2;2.5.2 IT Strategy Document;53
5.5.3;2.5.3 Guidelines for IT Strategy in Practice;55
5.5.3.1;2.5.3.0 I. Collect and Consolidate Statements on What Is Required of IT, and What Constraints and Conditions Need to Be Observed;57
5.5.3.2;2.5.3.0 II. Describe the Current Status of All IT Assets and Document What Action Needs to Be Taken;58
5.5.3.3;2.5.3.0 III. Conduct a General Situation Appraisal;58
5.5.3.4;2.5.3.0 IV. Strategic Positioning;58
5.5.3.5;2.5.3.0 V. Define the Strategic Objectives (IT Goals, Principles and Strategies);58
5.5.3.6;2.5.3.0 VI. Design the To-be Status and Roadmap for Implementation;59
5.5.3.7;2.5.3.0 VII. Define Control Metrics and the Measurement and Control System;60
5.5.3.8;2.5.3.0 VIII. Define Your IT Organisation and Processes;60
5.5.3.9;2.5.3.0 IX. Actions and Investment Planning;61
6;3 Enterprise Architecture;63
6.1;3.1 Scope and Definition;64
6.2;3.2 Enterprise Architecture Frameworks;67
6.2.1;3.2.0.0 TOGAF;70
6.2.2;3.2.0.0 EA Frameworks in Summary;73
6.3;3.3 Best-Practice Enterprise Architecture;73
6.3.1;3.3.1 Information Timeliness and Granularity;75
6.3.2;3.3.2 Constituents of Best-Practice Enterprise Architecture;78
6.3.2.1;3.3.2.1 Business Landscape Model;78
6.3.2.2;3.3.2.1 Building Blocks;79
6.3.2.3;3.3.2.1 Graphical Presentation;82
6.3.2.4;3.3.2.2 Application Landscape Model;86
6.3.2.5;3.3.2.2 Building Blocks;86
6.3.2.6;3.3.2.2 Graphical Presentation;88
6.3.2.7;3.3.2.3 Technical Landscape Model;93
6.3.2.8;3.3.2.4 Infrastructure Landscape Model;93
6.3.3;3.3.3 Landscape Planning Status;95
6.4;3.4 Business Landscape Management;97
6.4.1;3.4.0.0 Structures of Business Landscape Management;98
6.4.2;3.4.0.0 Roles and Processes in Business Landscape Management;100
6.4.3;3.4.0.0 Business Reference Models;100
6.5;3.5 Views of the Enterprise Architecture;105
6.5.1;3.5.0.0 Beneficiaries;105
6.5.2;3.5.0.0 Enterprise Architects;108
6.5.3;3.5.0.0 Data Providers;109
6.6;3.6 Guidelines for Personalisation of Best-Practice Enterprise Architecture in Practice;110
7;4 IT Landscape Management;113
7.1;4.1 Scope and Definition;114
7.1.1;4.1.0.0 Interaction with Enterprise Architecture;115
7.1.2;4.1.0.0 Integration into Enterprise Architecture Planning Levels;116
7.1.3;4.1.0.0 Strategic Objectives as a Guide and Frame of Reference;117
7.2;4.2 Objectives and Benefits;117
7.2.1;4.2.0.0 Create Transparency Across the Current IT Landscape;118
7.2.2;4.2.0.0 Provide Relevant Information Promptly, Filtered and Composed According to the Needs of Each Stakeholder Group;119
7.2.3;4.2.0.0 Create a Basis for Communicating and Aligning with Business;120
7.2.4;4.2.0.0 Effectively Plan and Control Evolutionary Development of the IT Landscape;121
7.2.5;4.2.0.0 Benefits of IT Landscape Management;121
7.2.6;4.2.0.0 Can the Qualitative Benefit Also be Quantified?;122
7.3;4.3 Constituents of IT Landscape Management;123
7.3.1;4.3.1 Elements of Application Landscapes;123
7.3.1.1;4.3.1.0 Applications;125
7.3.1.2;4.3.1.0 Interfaces;129
7.3.1.3;4.3.1.0 Information Objects;131
7.3.2;4.3.2 Relationships in Application Landscapes;133
7.3.2.1;4.3.2.0 Relationships of the Application Landscape Model to the Business Landscape Model;134
7.3.2.2;4.3.2.0 Relationships of the Application Landscape Model with the Blueprint;136
7.3.2.3;4.3.2.0 Relationships of Application Landscape Model to Infrastructure Landscape Model;136
7.3.2.4;4.3.2.0 Relationships to the Project Portfolio;137
7.4;4.4 IT Landscape Management Processes;138
7.4.1;4.4.1 Documenting the IT Landscape;138
7.4.1.1;4.4.1.0 Lifecycle of Documentation;139
7.4.1.2;4.4.1.0 Maintenance Concept;140
7.4.1.3;4.4.1.0 Modelling Guidelines;145
7.4.2;4.4.2 Analysing the IT Landscape;148
7.4.2.1;4.4.2.0 Diagrams;151
7.4.2.2;4.4.2.0 Analysis Patterns;159
7.4.2.3;4.4.2.0 Example Analysis Pattern;161
7.4.3;4.4.3 IT Landscape Planning;165
7.4.3.1;4.4.3.0 ''Local'' Landscape Planning;166
7.4.3.2;4.4.3.0 Business Transformations;169
7.4.3.3;4.4.3.0 Deliverable Document: Landscape Modelling;172
7.4.3.4;4.4.3.1 To-be Landscape Modelling;172
7.4.3.5;4.4.3.1 Analysis;174
7.4.3.6;4.4.3.1 Design;175
7.4.3.7;4.4.3.1 Overview of the Process;176
7.4.3.8;4.4.3.1 Planning Patterns for to-be Landscape Modelling;178
7.4.3.9;4.4.3.1 Landscape Planning Pattern: Example;180
7.4.3.10;4.4.3.2 Deduce Implementation Scenarios;185
7.4.3.11;4.4.3.2 Deriving the Planned Landscape: Analysis Activities;186
7.4.3.12;4.4.3.2 Deriving the Planned Landscape: Design Activities;187
7.4.3.13;4.4.3.2 Overview of the Process;189
7.4.3.14;4.4.3.2 Pattern for Deriving the Planned Landscape Model;191
7.4.4;4.4.4 Governing the Further Development of the IT Landscape;193
7.5;4.5 Establish Organisational Change;195
7.5.1;4.5.1 Roles and Responsibilities;195
7.5.2;4.5.2 Integration into Processes of IT and Decision Making;198
7.5.2.1;4.5.2.0 Integrating Update Processes;199
7.5.2.2;4.5.2.0 Involvement in Decision-Making Boards;201
7.5.3;4.5.3 Maturity Level of IT Landscape Management;202
7.5.3.1;4.5.3.0 ''Initial'' Level;206
7.5.3.2;4.5.3.0 ''First Steps'' Level;207
7.5.3.3;4.5.3.0 ''Transparency'' Level;209
7.5.3.4;4.5.3.0 ''Advanced'' Level;211
7.5.3.5;4.5.3.0 ''Well-Established'' Level;211
7.5.3.6;4.5.3.0 Dependency Between Objectives and Levels of Maturity;212
7.6;4.6 Guidelines for Personalisation of IT Landscape Management in Practice;214
7.6.1;4.6.1 Conception of IT Landscape Management;216
7.6.1.1;4.6.1.0 I. Determine Status Quo;216
7.6.1.2;4.6.1.0 II. Identify the Relevant Beneficiaries, and Determine What Their Goals and Areas of Concern Are;217
7.6.1.3;4.6.1.0 III. Analyse Data Procurement;218
7.6.1.4;4.6.1.0 IV. Establish Your Enterprise Architecture;220
7.6.1.5;4.6.1.0 V. Define the Maintenance Concept, Processes and Tool Support, and Determine How IT Landscape Management Is to Fit into Organisational Structures;223
7.6.2;4.6.2 Sampling and Optimising;223
7.6.3;4.6.3 Anchoring IT Landscape Management in the Organisation;223
8;5 Technical Standardisation;226
8.1;5.1 Scope and Definition;227
8.1.1;5.1.0.0 What Contribution Does Technical Standardisation Make to Strategic IT Planning?;227
8.2;5.2 Objectives of Technical Standardisation;229
8.3;5.3 Elements of a Standardisation Catalogue;230
8.3.1;5.3.1 Architectural Domains;232
8.3.2;5.3.2 Technical Components;235
8.4;5.4 Technical Standardisation Processes;240
8.4.1;5.4.1 Maintaining, Providing and Communicating the Blueprint;241
8.4.2;5.4.2 IT Innovation Management;242
8.4.3;5.4.3 Strategic Evolution of Technical Standards;245
8.4.4;5.4.4 Enacting Standardisation;248
8.4.5;5.4.5 Directing Compliance with Technical Standards;249
8.5;5.5 Organisational Structures;249
8.5.1;5.5.1 Roles and Responsibilities;250
8.5.2;5.5.2 Entities, Boards and Integration into Processes in IT and Decision-Making;251
8.5.2.1;5.5.2.0 Blueprint Board;251
8.5.2.2;5.5.2.0 Project Support;252
8.5.2.3;5.5.2.0 Quality Assurance Measures;252
8.5.3;5.5.3 Maturity of IT in Terms of Technical Standardisation;253
8.5.3.1;5.5.3.0 Entrance;253
8.5.3.2;5.5.3.0 ''Black-Box'' Standardisation;254
8.5.3.3;5.5.3.0 ''White-Box'' Standardisation;254
8.5.3.4;5.5.3.0 Dependency Between Objectives and Degrees of Maturity;256
8.6;5.6 Guidelines for Technical Standardisation in Practice;259
8.6.1;5.6.0.0 I. Estimate the Maturity Level;260
8.6.2;5.6.0.0 II. Conceptual Design;261
8.6.3;5.6.0.0 III. Filling the Blueprint;263
8.6.4;5.6.0.0 IV. Embedding in the Organisation;264
8.7;5.7 Technical standardisation prerequisites for success:;266
9;6 EAM Governance;268
9.1;6.1 Scope and Definition;269
9.2;6.2 IT Organisation;271
9.2.1;6.2.1 Collaboration Model Between Business and IT;271
9.2.2;6.2.2 Form of Organisation;273
9.2.2.1;6.2.2.0 Central or Decentral IT Organisation;274
9.2.2.2;6.2.2.0 Sourcing Strategy;278
9.2.2.3;6.2.2.0 Globalisation;281
9.2.3;6.2.3 Decision Boards;283
9.2.3.1;6.2.3.0 How to Arrive at a Decision Structure Appropriate for Your Enterprise;287
9.2.4;6.2.4 Changing the IT Organisation;290
9.3;6.3 Strategic Control Toolkits;292
9.3.1;6.3.0.0 Strategic IT Controlling;293
9.3.2;6.3.0.0 IT Cost Control;296
9.3.3;6.3.0.0 Governing the Further Development of the IT Landscape;297
9.3.4;6.3.1 Control Indicators;299
9.3.4.1;6.3.1.0 Indicators for Managing the IT Landscape;303
9.3.4.2;6.3.1.0 Procedure for Selecting Indicators;307
9.3.5;6.3.2 Decision-Making Groups and Their Information Needs;310
9.3.5.1;6.3.2.0 Establishing a Control Toolkit;313
9.3.5.2;6.3.2.0 Introducing a Control Toolkit;317
10;Literature;319
11;Abbreviations ;340
12;Index;342