Critical Tool For Bisiness and ICT Managemnet

Architecture: Critical Tool for Business and ICT Management
Mike Rosen Director, Enterprise Architecture Cutter Consortium mrosen@cutter.com

Michael Rosen
Agenda
Why we need Architecture? What is Architecture? Management Processes Decision Framework Example Project Portfolio Management EA Programs Conclusions
2012 Michael Rosen
Mike Rosen
Consultant
IT Architecture and Strategy Chief Enterprise Architect for service- and component-based systems EA, SOA, programs, implementation, strategy and training 30+ years experience in distributed systems, software and architecture
Author
Cutter Consortium Reports
Business Capability Maps The Rosetta Stone of IT Transformation Architecture for the Sustainable Enterprise 10 Things an Architect Does to Add Value EA by Example Designing Service Oriented Applications EA Its not Just for IT Anymore Agile Methods and Enterprise Architecture Enterprise Architecture Roll-out and Training An Application Centric Approach to Enterprise Architecture
Books
SOA Applied: Architecture and Design Strategies, 2008, Wiley Developing e-Business Systems and Architecture: A Managers Guide, 2000, Morgan-Kaufman Integrating CORBA and COM Applications, 1998, Wiley
Member
Business Architecture Guild Founding Member Penn State Center for EA Education Advisor Board SOA Institute Editorial Director
3
2012 Michael Rosen
Banking Example
Business Process Model Existing Systems and Data
Customer
Collect Application Information
Receive Quote
Policy Administration
Receive Request for Quote
Validate Request Quote Request
Create Quote
How do you get from here to there?
Data
Quoting
Policy
Pricing
Create Potential Customer
Data
Underwrite Within Limits
Yes
Price
No
Merger of two banks with different lines of business
Need new payment mechanism that goes across lines of business

Payments implemented on existing mainframe applications
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A Typical Integration Scenario

Data
Application 2 System
Other System
Data Data
Customer
Receive Quote
Application System
Quoting
Data
Validate Request Quote Request Create Quote
LOB 2 System Account System
Policy
Pricing
Underwrite
Within Limits
Yes
Price
Data
No
Data
LOB System
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This Doesnt Scale

Data
Other System
Data Data
Customer
Receive Quote
Customer
Receive Quote
LOB 2 System
Data
Quoting
Customer
Validate Request Collect Application Information
Create Quote Receive Quote
Quote Request
Policy
Quoting
Policy Administration Pricing
Validate Create Request Potential Customer
Create Quote Underwrite Quote Request Within Limits

Yes
Price Policy
No
Quoting
Account System
Data
Policy Administration Pricing
Validate Create Request Potential Customer
Underwrite Quote Request
Within Limits
Yes
Create Quote Price
Policy
No
Pricing
Underwrite
Within Limits
Yes
Price
No
Data
LOB System
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The Result: Enterprise Application Spaghetti
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Complexity and Inconsistency

Multiple redundant applications and data Application responsibility overlap and gaps Proliferation of platforms and products New devices and sourcing models
Virtualization, cloud computing

Proliferation of data Inconsistency across data and application Projects done in isolation Wasted effort Short-sighted approach leads to increased maintenance
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Business Complexity
IT will be complex when the business is complex. Todays business environments: Businesses demanding agility and adaptability Forays into new markets Dramatically upsizing and downsizing Mergers and acquisitions and so on. Complexity can be unavoidable or accidental
You cant escape the complexity of your business. Instead,
you must address complexity where it exists, to understand it at its source, and to then make decisions based on that understanding.
2012 Michael Rosen
Technical Debt
Pay me now, or pay me later
Technical Debt refers to delayed technical work that is incurred when
technical short cuts are taken, usually in pursuit of calendar-driven software schedules. Just like financial debt, some technical debts can serve valuable business purposes. Other technical debts are simply counterproductive.
Doing things the quick and dirty way sets up technical debt, which is
similar to a financial debt. Like financial debt, technical debt incurs interest payments, in the form extra effort that we have to do in future development because of the quick and dirty design choice. We can choose to continue paying the interest, or we can pay down the principal by refactoring the quick and dirty design into better design. Although it costs to pay down the principal, we gain by reduced interest payments in the future.
2012 Michael Rosen
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Enterprise Technical Debt

Technical debt accrues as we maintain and evolve systems without
refactoring them to accommodate the changes. This builds up fragile systems that cant be changed, and cant accommodate the evolving business requirements.
The Enterprise is also an evolving system. Enterprise complexity results in
technical debt in terms of system integration, system redundancy and inconsistency.

The cost of technical debt isnt simply the cost to fix it, it is also the cost to the
business in terms of inflexible and fragile IT systems that cant be changed to meet current business needs, and the lost opportunities they present.
Architecture sets standards for platforms, data, security, and many other
things. Not following the standards results in inconsistencies, redundancies, and additional operational costs, all a kind of debt that will either continue to incur interest, or require expenditures to pay down the principle.
Architecture helps avoid and reduce technical debt, and address complexity,
especially at the enterprise level (rather than the individual project level).
2012 Michael Rosen
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Important Questions
What is the root cause of these problems? Does it have to be that way? How can we prevent them in the future and still meet the increasing
demands on IT?
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View of IT Architecture
Applications, services, processes Data representations
Enterprise Systems
Desktop and business systems not controlled by IT
Platforms and technologies
Source: Business Architecture: Art and Practice The 2012 Michael Rosen of Business Transformation 13
IT System Spectrum
High Risk
Where will Cloud Systems Fit? High Cost
Shadow Systems
Low cost to procure Unaccounted for
Management Operations Help Desk Availability Reliability Scalability Integration Backup DR / BCP Security Entitlements Compliance Audit Tech. Refresh
Enterprise Systems
High cost to procure Managed
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Who Owns the Problem?

CEO
Business Unit A
Business Unit B
Business Unit C
Application A
Application B
Application C
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The Cost of Technical Debt
5-15%
15-30%
70-90%
Maintenance Integration New Applications
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Executive Summary
Enterprise Architecture is essential for every modern
enterprise that wants to be competitive in the future.

The most vital [CIO level] decisions being made in companies today concern enterprise architecture CIO Magazine, 9/2010
Technical Debt drives competitiveness down and costs up. But, is often overlooked by business planning processes EA can help Provide alignment with the business Support Portfolio Management and decision making Manage complexity Reduce costs and increase flexibility
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Architecture to the Rescue

The enterprise is not an application in isolation, it is the collection
of all applications
Put projects, applications, and data into context Understand the relationship between projects
Align applications and projects to business and enterprise goals

Standardize to simplify and economize Think ahead Be practical
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Is Architecture Necessary?
How can we address business complexity and avoid accidental
(unnecessary) complexity?
Business owners of any enterprise application:
I cant get the data I need from application x.

Enterprises require applications that:
Support an enterprise value chain.

Applications must exchange information. The enterprise needs common business semantics
Aggregate information to support executive decision making.

Correlate and combine information from disparate applications. The enterprise needs common business semantics.
Enterprise Architecture provides a common understanding of the
business, the processes and information that go into it, and how they contribute to meeting goals and strategy.
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Agenda
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What is Enterprise Architecture?

Fundamentally, EA is about:
Managing complexity and change Aligning present and future IT systems with business goals and strategy Maximizing the business value of IT
Additional (tactical) goals are to:

Reduce IT expenditures via common infrastructure and platforms Provide integration of enterprise systems and data Reduce redundancies and inconsistencies Support IT portfolio management, decision making, and governance Guide development and outsourcing of applications
Enterprise Architecture includes a wide range of topics

Architectural Domains include: Business, Information, Applications, Technology, Security, Performance Architectural Practices include: Architecture development, design, governance, trends, portfolio management, planning, consulting, . Artifacts produced include: Specific architectures and models, standards, reference models, roadmaps, processes, assessments,
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EA Stack Domains and Disciplines
Data + Context
External External
Business IT Technologies Economic Environment Competition Regulatory Environment Regulations
Economy
Application
Portfolio of IT Solutions, Systems
Technology Trends
Technology
Network, Servers, Databases, Data Centers
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Performance
Security
Business Business Strategy + Tactics Objectives, Goals + Objectives Goals, Technology Strategies Costs, Complexity Lifecycles
Information
People, Organizations
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Internal Internal
Capabilities, Processes, Organizations
Methods, Tools, Governance
Drivers
Business
EA Domain Relationships
Data + Context
Manage Information
Execute Processes
External External
Economy
Application
Enable Applications
Technology Trends
Technology
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Performance
Security
Information
Enable Decisions
23
Internal Internal
Capabilities, Processes, Organizations
Drivers
Business
EA Change Drivers
Data + Context
External External
Economy
Application
Technology Trends
Technology
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Performance
Security
Information
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Internal Internal
Capabilities, Processes, Organizations Business Change drives change down into each layer
Technology Change at the lower levels enables changes at the higher levels
Drivers
Business
Architecture Value Proposition

The agile, real-time enterprise. Enterprise wide processing and
value chain
Reduced costs to implement, maintain, evolve, and retire
applications
Improved customer satisfaction Consistency across applications Improved IT Operations
Common semantics and information Interoperability between applications Integration of applications Reuse of infrastructure, frameworks, utilities
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Improving Productivity and Consistency

User Interfaces
Business services, processes and entities Cost of a new application User Interfaces Dramatically reduce costs by utilizing existing IT assets
Tools
Architecture Custom Processes Custom Infrastructure Infrastructure and processes
Each application needs the same parts. Dont build them all each time.
Business services, processes and entities Tools Architecture
Infrastructure and processes
Key:
New Existing
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Typical application Today Built mostly from scratch
High productivity Tomorrow Built on an existing foundation

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The Importance of Early Knowledge

expenditures committed domain/technology knowledge
project costs
expenditure
time
Courtesy: CutterRosen Fellow Ken Orr 2012 Michael
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Architecture Reduces Risk

Architecture determines:
Flexibility or rigidity of the application Ability to combine or reuse services Ability of applications to integrate and interoperate Ability to evolve the applications and infrastructure Consistency of service implementations Consistency of operations and maintenance Consolidation of infrastructure Correct use of platform capabilities Performance, security, reliability, availability Achievement of QoS and non-functional requirements
Reference architecture provides these capabilities to every
application and allows them to concentrate on providing business value

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Agenda
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ICT Management
STRATEGIC
The Business
Demand
TACTICAL
(MANAGERIAL CONTROL)
ICT Supply
OPERATIONAL
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The Tool Kit Needed (Competency)
The Business
ICT
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Architecture Domains
Planning
Projects
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Architecture Domains
(Business) Strategic IT Planning (Technology) Strategic IT Planning
Project Planning Project Execution
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Portfolio Management
(Business) Strategic IT Planning (Technology) Strategic IT Planning
Project Portfolio Management
Application Portfolio Management
Project Planning Project Execution
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Thinking Strategic
The thought process begins with the business intentions and identifies the ICT required to meet needs
Business Strategic Intentions and Strategic Initiatives
Business and Business Strategic Requirements for IT Technical Strategic Projects,
Project Portfolio
IT Application, Infrastructure Portfolios
Business Gaps Technical Debt Performance Gaps
IT Strategic Intentions and Strategic Initiatives
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Thinking Strategic to Projects
The thought process begins with the business intentions and identifies the ICT required to meet needs The second process considers gaps with current as-is ICT.
Business and Technical Strategic Projects,
Project Portfolio
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The thought process begins with the business intentions and identifies the ICT required to meet needs The second process considers gaps with current as-is ICT. The third translates this into needed ICT actions
2012 Michael Rosen
The thought process begins with the business intentions and identifies the ICT required to meet needs The second process considers gaps with current as-is ICT. The third translates this into needed ICT actions
2012 Michael Rosen
Business and Business Strategic Requirements for IT Technical Strategic Projects,
Project Portfolio
Architecture
Architecture works at four levels:
1.
Assessment. This covers technical debt, other architecture reviews. Business plans for the use of IT in the business. Architecture provides frameworks for process and information. Create the architecture roadmap, standards and references that formalize the IT strategic intentions.
Business Strategic Requirements for IT
Business and Technical Strategic Projects, Project Portfolio
2.
3.
4.
Projects and initiatives.
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Architecture
1.
Assessment. This covers technical debt, other architecture reviews. Business plans for the use of IT in the business. Architecture provides frameworks for process and information. Create the architecture roadmap, standards and references that formalize the IT strategic intentions. Projects and initiatives.
2.
3.
4.
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Architecture

1.
Assessment. This covers technical debt, other architecture reviews.

Business plans for the use of IT in the business. Architecture provides frameworks for process and information. Create the architecture roadmap, standards and references that formalize the IT strategic intentions. Projects and initiatives.
2.
3.
4.
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Architecture

1.
Assessment. This covers technical debt, other architecture reviews.

Business plans for the use of IT in the business. Architecture provides frameworks for process and information. Create the architecture roadmap, standards and references that formalize the IT strategic intentions. Projects and initiatives.
2.
3.
4.
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Application Portfolio Management assesses each application for:

1.
Technical gaps with performance, quality, risk; connection with architecture vision and standards. Business gaps with the as-is applications how they support current and future business strategic requirements Technical debt with the as-is applications
2.
3.
The same assessment applies to infrastructure services.
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Project Portfolio Management assesses each project for:

1.
Technical gaps with performance, quality, risk; connection with architecture vision and standards. Project Management status, risks other mitigation issues Business Case Prioritization, Project Selection, Scheduling
2.
3. 4.
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Strategic IT Planning
Strategic IT Planning focuses on business. It begins with strategic intentions, works with business capability / strategic activities, and identifies where IT is a critical enabler. It concludes with the business strategic requirements. These become initiatives and projects.
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The Process
Annual Planning:
Process Prioritization and IT Alignment with SBIs Phase Project Portfolio Management
Phase I
Strategic Business Intentions:

Desired Business Outcome Metrics
Strategic Initiative Planning:

Project Initiative Proposals
Phase IV
Architecture + IT Portfolio Planning
Phase II
Use of IT:
Capabilities Requirements Develop Gap Assessments Application Portfolio Management
Phase III
Supply of IT:
Current Application Assessment Gap Analysis

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Agenda
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Context for Decisions

1
Business Strategic Intentions
(Strategic Business Plan) Strategic IT Planning Annual IT Planning The Business Enterprise Organization: Lines of Business, Departments
DEMAND Strategic IT Agenda
7 5
Strategic IT Requirements
Business Plan
(Annual)
10
Projects Budget
6
Projects
8
Project Plan
(Annual)
2 2
Assessed Portfolios
SUPPLY
11 9
IT Plan
(Annual)
Action and Results
Strategic IT Plan
Lights-On Budget
(Alignment, Service/Quality, Technology)
2 a
5 a
Enterprise Architecture
Performance Measurement Metrics
12
1. Strategic Planning identifies demand; APM identifies 2. 3.
4.
5.
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gaps Architecture transforms demand into roadmap IT Planning identifies resources Project Portfolio Management balances projects Architecture provides lens for evaluation
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Another View of an Overall Management Process Context

1
7 5
Business Plan
(Annual)
10
Projects Budget
6
Projects
8
Project Plan
(Annual)
2
Assessed Portfolios
SUPPLY
11 9
IT Plan
(Annual)
Action and Results
Strategic IT Plan
Lights-On Budget
Enterprise Architecture Performance Measurement Metrics
12
What Decisions Are Made at each Phase ?

49 2012 Michael Rosen
Context for Decisions

1
7 5
Business Plan
(Annual)
10
Projects Budget
6
Projects
8
Project Plan
(Annual)
2 2
Assessed Portfolios
SUPPLY
11 9
IT Plan
(Annual)
Action and Results
Strategic IT Plan
Lights-On Budget
2 a
5 a
12
1. Strategic Planning identifies demand; APM identifies 2. 3.
4.
5.
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gaps Architecture transforms demand into roadmap IT Planning identifies resources Project Portfolio Management balances projects Architecture provides lens for evaluation
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A Process View
Agency Demand for IT How will the BU achieve strategic objectives? Initiatives for Strategic Intentions IT Supply of Information, Automation
Agency Strategic Intentions Strategic Objectives
Business Unit Objectives for Strategic Intentions
How will the BU and Agency Use IT to Achieve Strategic Intentions
IT Strategic Intentions Strategic Objectives
Strategic Intiatives (Programs)
Strategic Roadmap
Strategic Activities for the BU
BU Use of IT to Achieve Strategic Performance
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The Process Integration

Business Demand for IT
How the Business Unit will address the Strategic Intentions The Business Initiatives being taken How the BUs will use IT (Information, Automation, Communications) to achieve the Strategic Objectives
IT Supply of Information, Automation
Defined Strategic Objectives The Business Strategic Intentions
Each Business Unit's Strategic Objectives for addressing each of the Strategic Intentions
The Strategies Needed for IT The IT Strategic Intentions
1
(Strategic Business Plan)
Strategic IT Planning
Annual IT Planning
The Business Enterprise Organization: Lines of Business, Departments
3
Strategic IT Agenda
7 5
Business Plan
(Annual)
10
Projects Budget
6
Projects
8
Project Plan
(Annual)
2
Assessed Portfolios
4
Strategic IT Plan
11 9
IT Plan
(Annual)
Action and Results
Lights-On Budget
The "Strategic Activities" that have to be done well, to achieve the Strategic Intentions
How the BUs will use IT (Information, Automation, Communications) to improve the "Strategic Activities"
The Strategic Initiatives (Programs, Projects) required
The Strategic Roadmap Initiatives, Timelines and Budgets
12
1
The Strategies Needed for IT APM
2
How IT will Achieve the Strategic Intentions The Initiatives To Be Taken
3
The BusinessFocused Strategic Initiatives (Programs, Projects) required
4
The Strategic Roadmap
The IT Strategic Intentions
Initiatives, Timelines and Budgets
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Planning for a Business
Planning for the Enterprise

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1
2
3
4
53

Enterprise Architecture
1
2
3
4
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1
2
3
4
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Application Portfolio Management Objectives

The Application Portfolio Management (APM) Framework Process is intended to answer the following questions:
What exactly are we spending on applications? How well do our applications achieve our business goals? Are we effectively using our applications? Are our applications performing at the quality and service levels needed? Are there significant technical or business risks hidden in our current applications?
2012 Michael Rosen
The desired outcome of the APM Framework Process is better decisions:

Achievement of the business objectives Cost Management Service level performance to attain higher quality applications Technology Risk Management Security Management
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Agenda
Why we need Architecture? What is Architecture? Management Processes Decision Framework Example Angus Financial Services Project Portfolio Management EA Programs Conclusions
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Escrow Wealth Management

Lincoln
Escrow Web
Commercial Banking
DW
Brokerage
Trust Rite
RMEB
Oversight
USBA Kite EZ Teller
Shaw
APPRO Moodys
Pershing
Trust Reporter
Platform
BAM ACL CRA WIZ Cr Adm Prime Navigator Laser Pro
ATM
Credit Cards
MyCard
ITI
PayPlus
Director
CRM
Dir WF
FIS CC
Administration
CC DW I-Net MCIF
Invision Ascent
Deposit ATM
Credit Time
COPS TramBldr
ReClass
BCS SMS Mortgage Bot MIMICS MW Profit Star I Payable I Corp I Bank RDS Lock Box VIE
Success First
FIS RE
TEDI
ABRA
Mobile Bank
Unitime Exact TMS
I Pay Wausau
FirstView
Mortgage Banking
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Acct Open 59

Customer Relationship - Provide information and tools to
strengthen the relationship with every customer.

Branch Support - Provide the branch with tools, management
processes, and products to grow the business in the community.

Personnel and Staffing - Provide tools to enhance the
performance of staff and reduce the requirements for staff.

Integrated Financial Services - Strengthen the transition of AFS
to an integrated financial services organization.

Technology Business Support - Simplify, reduce complexity, and
increase speed of response to business requirements.

Performance and Security Operate effectively in bank
operations, compliance and security areas.

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Strategic IT Intentions
Business Focus. Maintain a consistent business focus for IT
planning and decisions at AFS.

360 View Establish a complete, comprehensive view of every
customer.
Integrated Processes Integrate information and business
processes for all AFS business areas.

Reduce complexity throughout AFS in both technology and
business process areas.

Respond quickly and effectively to business change and
opportunity.
Quality of services Provide the highest quality of technology
services throughout AFS.

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Overall Architectural Vision

Applications Information Processes Analysis Access / Users Primary information flow CORE Information Mgmt Info. Services Business Capabilities (SOA) Business Processes Presentation Prime Analysis / Reporting Other Apps ODS Internal Processes Tools Channels
Strategic Applications
Operational
Efficiency Data Management User Relationship Project Enhancement Management and Planning Security
DW Industry and Market Data
IT Management
Security Infrastructure
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Applications
Information
Processes
Analysis
Access
Users Direct Customer Branches Operations Audit Security Compliance Marketing LOBs Credit Card Wealth Mgmt Mortgage Holding HR Credit Admin Finance IT
CORE Premier CC Trust PV Mortgage SLA

Strategic Applications EZ Teller Appro LazerPro 360 View SLA . Other Apps BCS BAM ABRA SLA .
Info. Mgmt
Info. Services (SOA) Prime
Training
KPI
DW IT Management Industry Data KPI Performance Subsystem
Compliance Security Infrastructure Virtual Servers (Wintel) Next Gen Network ITIL Mgmt Performance Monitoring Imaging Document Management
Primary information flow

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Conceptual Target Architecture Version 0.2
Tools Financial Plan Cost Accounting Risk Mgmt Profitability
10-Dec-2009
ODS Customer Product Services Employee
Analysis / Reporting Executive Dashboard Customer Business Relationship + Processes Opportunities Loan Orig. Risk Compliance KPI Loan + Product Internal Process Lifecycle HR
Resources
Business Capabilities (SOA)
Channels ATM Internet Phone Teller .

Presentation (SharePoint) Browser Mobile Spreadsheet Document . ..
Reminder: Application Portfolio Management
Application Portfolio Management Business Strategic assesses each application for:

1.
Technical gaps with performance, quality, risk; connection with architecture vision and standards. Business gaps with the as-is applications how they support current and future business strategic requirements Technical debt with the as-is applications
Intentions and Strategic Initiatives
2.
3.
The same assessment applies to infrastructure services.

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Application Portfolio
Long Application Name
In-business CRM application Processes ACH Returns from PIM7000s and PIM3201. Unpaid items are processed for billing and/or returns. Credit Card application processing Access database program. Receives applicants from Credit Time. Enables employee incentive payments, letter genenrating and data analysis. User interface for bank operations to monitor and manage fraud issue relating to debit/atm cards. Sometime called the "180 day database," it is a web based UI for bank operations personell to administer customer debit/atm cards. Provides transaction history (180 days) and card management functions. Key emulator program Automates the creation and distribution of regularly scheduled prime reports Anti money laundering and fraud detection system Bank Control System - back office resolution, posting and reconciliation automation. Back end process that monitors merchant capture, branch capture and Item processing systems for tracking duplicate deposit item submissions; also used for customer billing of deposited (Merchant Capture) items.
App Number
1 2 3 4
360 View ACH Billing/Returns AppTracker ATM Fraud UI
5 6 7 8 9
ATM Web Admin Automate AutoPrime BAM BCS
10
BIL2006
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Short Name
66
Starting Point for Application Portfolio

Total Run (OM) + GT Cost Planned Number of Users Current Number of Users Initial Year of Production Current Plans to Update Number of Application Interfaces Total Run (OM) Costs Minor Enhancements Number of Servers # of Sev 1 and 2 Break/Fixes (2009) Last Major Update Total GT Cost BISP Security Classification Maintenance
X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X
360 View ACH AppTracker ATM Fraud UI ATM Web Admin Automate AutoPrime BAM BCS BIL2006 CETO Check Kit Dealer Billing Dealer Reserve DealerTrack Docuware DTS Run DTSRun (DP) E3 eCAS eCom EcomAdmin EcomFocus ExactTMS
EZTeller Cash Balance FIB Tickler FIBLynx Focus Focus-Credit Cards Focus-Mortgage GenerateHsaOutput ImageRPS/Lockbox
Short Name
167,241 9,128 501,473 16,000 150,000 6,500 16,000 442,839 105,000 290,315 1,626,118 246,250 630,620 182,320 11,088 6,853 217,000 249,407 0 970,852 304,783 246,250 556,928 9,000 537,524 246,250 16,000 1,671 1,723,333 246,250 464,775 88,000 406,120 10,691,889
55,200 29,325 446,859 333 308,000 15,000 384,328 187,000 197,620 198,474 305,000 512,330
527,383 19,300 991,640 228,176 359,000 241,076 605,000 109,610 1,861,175 250,000 185,130 97,944 8,114,903
222,441 38,453 948,332 16,333 458,000 21,500 16,000 827,167 292,000 487,935 1,824,592 551,250 630,620 694,650 11,088 6,853 217,000 776,790 19,300 1,962,492 532,959 246,250 915,928 9,000 778,600 851,250 16,000 111,281 3,584,508 496,250 649,905 88,000 504,064 18,806,791
1000 250 3550 265 300 156 1200 3700 200 3250 600 400 2500 600 50 1000 5000 600 4000 600 3000 10 3000 600 1200 5000 250 600 100 150 3000
863 191 3275 265 300 156 900 3195 200 3250 470 400 2500 270 50 250 1500 500 4000 600 3000 10 3000 600 900 3650 200 600 100 150 2670
18 4 10 3 3 8 5 4 2 3 13 1 1
13 9 22 7 4 4 7 4 4 8 61 8 7 3 3
2 2 4 1
1 1 3
1 1 2 4 1 21 1 1 1 8 2 11 1 2 1 4
8 16 21 20 3 2 3 10 7 7 8 20 10 6 8 3 2 1
M M M M L L M M L L M L M L M M H M M M L M M M M M M L M M M M L
2002 2006 2002 2005 1996 1998 2010
2006 2008 2003 2003 2010 2001 2009 2009 2007 1997 1997 1990 2007 2007 1992 2003 2001 2010 2008 2007 2003 2009 2002 1998
2009 2010 2011 2005 2007 2009 2010 2011 2011 2011 2011 2009 2009 2011 2005 2009 2009 2010 2009 2010 2006 2010 2009 2009 2010 2011 2010 2011 2009 2010 2009 2005 2010
Y Y N Y Y Y Y Y Y Y Y N N Y Y N N Y Y Y N Y Y Y Y S Y Y N N N Y Y
X X X X X X X X
X X
X X X X X X X X X X X X X X
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Application Portfolio Data

Basic Information Business Stategic Intentions
Business Strategic Intention Index
IT Strategic Intentions
IT Strategic Intention Support Index
IT Architecture
Architecture and Technology Fit
Performance In Office
Quality in Office
Performance Remote
Quality Remote
Vendor Commitment to Support
Support Risk
Security Risk
Remote Performance Index
Requrement for Future Strategic Intention Support
Adjustment IT Architecture
IT Strategic Intention Rank
Technology Business Support
Cost for Greater Technical Impact
Quality of Vendor Support
Total Run (OM) + GT Cost
Integrated Financial Services
Compliance with Current Architecture Standards
Impact of Vendor Failure
Data Accuracy & Quality
(Old) Support Risk Rank
Performance and Security
Opportunity for Greater Technical Impact
Training Requirements
Investment for Greater Business Impact
Impact of Architecture Roadmap
Confidentiality Impact
ICT Ability to Support
Remote Quality Index
Reliability (Breakage)
Integrated Processes
Adjustment Strategic Intention Support
Personnel and Staffing
Customer Relationship
Application Number
Reduce Complexity
Support Risk index
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34
360 View ACH AppTracker ATM Fraud UI ATM Web Admin Automate AutoPrime BAM BCS BIL2006 CETO Check Kit Dealer Bil ing Dealer Reserve DealerTrack Docuware DTS Run DTSRun (DP) E3 eCAS eCom EcomAdmin EcomFocus ExactTMS EZTeller Cash Balance FIB Tickler FIBLynx Focus Focus-Credit Cards Focus-Mortgage GenerateHsaOutput ImageRPS/Lockbox
222,441 38,453 948,332 16,333 458,000 21,500 16,000 827,167 292,000 487,935 1,824,592 551,250 630,620 694,650 11,088 6,853 217,000 776,790 19,300 1,962,492 532,959 246,250 915,928 9,000 778,600 851,250 16,000 111,281 3,584,508 496,250 649,905 88,000 504,064
3 3 4 4 1 4 3 4 1
2 3 5 4 1 4 4 1 3 5 5 1 3 5 1 3 1 1 1 3 4 1 3 1 4 4
1 3 4 4 4 4 5 5 3 4 1 4 4 1 1 1 4 3 5 5 1 1 5 1 1
2 3 4 1 4 5
1 4 4 3 4 4 3 3 1 4 3 4
1 2 2 3 3 4
1 4 5 3 1 5 2
1 5 4 2 4 4 4 4
3 1 3 1 1 1 1
1 3 4 3 1 1 1 4 3 3 3 4
4 2 4
4 3 1 1 1 4 4 4 3
2 3 4 1 1 1 4 3 4 2 3 4 3
3 3 4 4
3 5 3
10 30 40 32 13 35 23 25 8 20 19 22 17 14 13 21 21 23 8 17 24 33 12 21 20 15 11 12 16 14 24 24 31 37
7 1 5 27 3 12 8 32 18 20 14 21 25 27 15 15 12 32 21 9 4 29 15 18 24 31 29 23 25 9 9 6 2
1 3 5 5 4 1 1 2 1 1 3 3 1 3 4 2 3 5 5 4 1 1 2 1 1 3 3 1 3 4 2 4 2
5 5 3 3 2 3 2 1 1 3 4 4 3 2 1 2 5 3 3 2 3 2 1 1 3 4 4 3 2 1 2 1 2
1 4 4 5 2 5 5 2 2 2 4 4 4 4 3
3 1 5
1 1 1 3 3
2 4 4 5 4 1 5 4 5 1 1 1 1 3 5 4 4 1 1 3 4 5 5 1 1 1 1 1 4 4 5 4 3 3
1 1 4 1 1 1 1 4 4 4 1 1 1 1 4
1 1 1
4 1 1 1
1 5 4 1 4 3 3 4 1 1 1 1 4 3 4 3 4 1 1 1 1 4 5 4 4 1 5 1 5 4 1 4 3 2
2 4 3 4 3 3 2 3 4 3 2 4 4 3 2 2 2 2 2 2 4 1 4 1 1 4 2 2 4 1 1 1 1
3 3 4 3 2
-3 -3 -3
1 1 1 4 3 4 3 4 1 1 1 1 4 5 4 4 1 5 1
-2 -2 -2 -3 -3 -3
-2 -3 -3
-2 -4 -1 3 2 3 2
10 34 35 28 30 23 18 24 23 14 16 20 27 29 31 29 28 14 14 17 17 35 33 26 23 13 36 11 18 21 14 20 14 13
4 2 10 7 15 21 14 15 26 25 19 12 8 6 8 10 26 26 23 23 2 5 13 15 31 1 33 21 18 26 19 26 31
2 3 3 3 3 3 3 4 4 4 4 3 3 2 3 5 3 4 3 4 3 3 3 4 3 2 4 4 1 2 5
3 3 2 4 3 3 2 2 3 2 3 3 4 4 3 3 3 3 2 3 4 4 3 3 3 4 2 4 4 3 1
1 5 2 4 4 4 3 4 4 4 4 4 4 4 5 3 2 5 3 4 5 4 4 4 4 4 2 5 5 4 4
2 5 3 5 1 5 3 1 1 1 1 4 4 3 5 4 3 5 2 5 1 4 4 4 5 4 5 3 5 4 1 1 5
1 4 3 3 4 5 3 4 3 4 4 5 1 1 1 1 1 4 5 3 4 4 4 4 1 1 1 1 5 4 4 4 3 4
5 3 2 4 1 4 1 5 4 1 3 4 3 3 1 4 3 3 3 2 3 4 3 1 3 3 1 4 1 4 4 1 2 4
10 34 21 37 15 39 17 35 29 15 25 37 28 26 21 32 24 7.0 26 35 20 33 31 31 21 2.7 27 30 18 35 18 4.3 38 37 16 19 38
10 23 4 32 1 30 7 16 32 21 4 17 19 23 12 22 19 7 26 11 13 13 23 18 15 28 7 28 2 4 31 27 3
1 3 4 4 5 4 3 3 1 1 1 1 1 5 4 5 4 4 2 4 4 4 4 4 4 5 4 4 4 3 3 4 4
1 3 5 4 4 4 4 3 3 5 5 4 5 5 3 5 5 1 4 3 4 3 1 1 5 4 4 3 4 4 4 4
1 3 4 4 4 4 5 1 1 1 1 1 1 1 4 4 4 4 4 3 5 5 4 1 1 1 1 3 4 3 3 3 5 3
3 9 13 12 13 12 5 8 7 5 7 7 6 7 14 11 9 13 13 6 13 12 12 8 6 6 11 11 12 10 10 10 13 11
1 5 2 4 4 4 3 4 4 4 4 4 4 4 5 3 2 5 3 4 5 4 4 4 4 4 2 5 5 4 4
1 5 3 5 5 5 3 5 5 4 4 4 4 3 5 4 3 5 2 5 5 4 4 4 5 4 5 3 5 4 5 4 5
1 4 3 3 4 5 3 4 3 4 4 5 4 4 5 4 4 4 5 3 4 4 4 4 4 5 4 4 5 4 4 4 3 4
1 3 2 4 4 4 3 5 4 4 3 4 3 4 4 4 3 4 4 2 3 4 3 4 4 4 4 4 4 4 4 3 2 4
1
3 5 4 4 4
1
3 4 4 4 4 5 1 1 1 1 1 1 1 4 4 4 4 4 3 5 5 4 1 1 1 1 3 4 3 3 3 5 3
Business Strategic Intentions IT Strategic Intentions IT Architecture Performance Office Quality Office Performance Remote Quality Remote Support Risk Security Risk
5 4 4 4 4 4 4 4 5 1 1 1 1 1 1 1 4 4 4 4 4 3 5 5 4 1 1 1 1 3 4 3 3 3 5 3 4 3 3 5 5 4 5 5 3
5 5 1 4 3 4 3 1 1 5 4 4 3 4 4 4 4
6 23 19 24 25 26 17 23 20 20 21 23 20 21 28 22 16 17 28 14 25 26 23 20 14 20 22 24 22 19 24 24 22 24
1 3 5 4 4 4 4 3 3 5 5 4 5 5 3 5 5 1 4 3 4 3 1 1 5 4 4 3 4 4 4 4
1 3 2 4 2 2 2 2 2 2 5 1 4 5 1 3 5 1 1 4 3 4 3 1 1 5 4 2 2 2 2 4 4
1 3 4 4 4 4 5 1 1 1 1 1 1 1 4 4 4 4 4 3 5 5 4 1 1 1 1 3 4 3 3 3 5 3
3 9 11 12 10 10 7 7 6 6 11 7 9 11 10 10 4 14 10 5 13 11 12 7 3 3 11 11 10 8 9 9 13 11
1 5 2 4 4 4 3 4 4 4 4 4 4 4 5 3 2 5 3 4 5 4 4 4 4 4 2 5 5 4 4
1 5 3 5 2 2 2 2 5 4 4 1 4 1 5 4 1 5 2 2 2 2 4 4 1 1 1 1 5 4 5 4 5
1 4 3 3 4 2 3 4 3 4 2 5 4 4 5 2 4 4 5 3 4 4 2 2 2 2 4 4 5 4 2 4 3 4
1 3 2 4 4 1 3 5 4 1 1 1 1 1 4 4 3 1 4 2 3 4 3 4 4 1 1 1 1 4 4 3 2 4
1
3
1
3
4 3 3 2 5 2 5 5 1 1 5 5 1 4 3 4 3 1 1 1 1 1 3 4 1 4 4
6 23 19 24 22 17 16 20 20 17 14 17 16 16 28 18 15 14 28 14 22 23 19 18 12 10 12 14 14 19 22 21 22 24
1 5 4 5 4 4 3 4 5 4 4 4 4 5 4 4 3 4 4 4 5 4 5 3 5 4 4 5 4 4 5 4 5
4 4 4 2 4
5 4 5 3 5
3 4 2 4 3
5 4
5 5 4 5
2 3 4 4
1 3 3 3 4 3 4 3 3 3 4 2 3 1 4 4 4 3 2 3 4 4 3 2 2 3 3 3 4 3 3 4 3 3
4 18 4 4 18 18 18 4 15 4 30 18 31 4 4 18 16 17 18 4 1 18 18 31 4 18 18 2 4 18 2 33 4
10 19 18 19 19 18 18 18 19 19 20 17 18 15 20 19 18 19 18 18 20 23 18 18 15 19 18 18 20 20 18 20 14 19
8 17 8 8 17 17 17 8 16 4 30 17 31 4 8 17 15 29 17 7 1 17 17 31 8 17 17 2 4 17 2 33 8
1 5 3 3 5
1 3 3 3 3
1 3 3 3 3
5 3 5 5 5 5 5 5 5 5 5 3 5 3 5 5 3 5 5 5 5 5 5 5
3 3 3 3 5 3 3 3 3 3 3 3 5 3 5 3 3 3 3 5 3 3 3 3
3 3 3 3 5 3 3 3 3 3 3 3 5 3 3 3 3 3 3 5 3 3 3 3 5
1 5 5 1 5 3 3 5 1 5 5 1 5 5 5 5 5 1 5 3 3 3 5 3 5 3 3 5 5 5 5 5 5 5
1 3 3 2 3 4 4 4 3 4 4 5 4 3 4 4 5 1 4 2 3 5 5 3 5 4 5 4 1 3 5 5 4 1
6 19 17 12 19 18 18 20 13 23 20 17 24 19 23 20 21 13 20 16 15 23 19 19 21 16 19 20 21 19 21 21 20 18
16 26 33 16 24 24 10 31 3 10 26 1 16 3 10 5 31 10 28 30 2 16 16 5 28 16 10 5 16 5 5 10 23
2012 Michael Rosen
68
Security Risk Rank
Business Strategic IntentionRank
Performance Index
Other Vulnerability
Support Risk Rank
Architecture Index
Availability Impact
TECHNICAL DEBT
Architecture Rank
Data Vulnerability
Respond Quickly
Responsiveness
Responsiveness
Data Availability
Data Availability
Business Focus
Data Timeliness
Data Timeliness
Integrity Impact
Service Quality
Branch Support
Security Index
Quality Index
Functionality
Functionality
Ease of Use
Ease of Use
Short Name
Complexity
Availability
Availability
360 View
Business Assessment
The information seen to the right shows the assessment results by category, for one application. This shows the absolute value of the assessment, on a 5 point scale, and compares these scores to the portfolio averages. The Variance column flags attributes where the application is below the portfolio average. This information can be used to determine the areas needing focus for current and future planning.
Business Strategic Intentions Promote Financial Stability Effectively Supervise Financial Institutions Protect Consumers Promote Compliance Maintain Continuous Organizational Learning Application
3.0 4.0 4.0 2.0 2.0
Portfolio
2.9 3.4 2.7 2.7 2.1
Variance
Quality - Remote Functionality Ease of Use Data Availability Data Accuracy & Quality Data Timeliness Training Requirements
Performance - Remote Availability Responsiveness Reliabilty (Breakage)
Application
4.0 3.9 4.0 4.1 3.9 3.7
Portfolio
3.8 3.7 3.8 3.9 3.9 3.8
Variance
Application
3.9 3.7 3.8
Portfolio
3.9 3.7 3.8
Variance
Quality In Office Functionality Ease of Use Data Availability Data Accuracy & Quality Data Timeliness Training Requirements
Performance In Office Availability Responsiveness Reliabilty (Breakage)
Application
4.1 4.1 4.1 4.1 3.9 3.7
Portfolio
4.0 3.9 4.0 3.9 3.9 3.8
Variance
Application
4.2 4.1 4.1
Portfolio
4.3 4.2 4.2
Variance
Dependency (Use) Dependency

2012 Michael Rosen
Application
4.5
Portfolio
3.8
Variance
69
So What ?
Investment for Greater Business Impact

2 2 4 3 1 4 1 3 3 2 2 3 4 3 2 1 3 2 1 2 5 5 3 1 5 3 3 3 2 4 1 1 2
Personnel and Staffing
Customer Relationship
Short Name
Customer Relationship - Provide information and tools to strengthen the relationship with every customer. Branch Support - Provide the branch with tools, management processes, and products to grow the business in the community. Personnel and Staffing - Provide tools to enhance the performance of staff and reduce the requirements for staff. Integrated Financial Services - Strengthen the transition of FIB to an integrated financial services organization. Technology Business Support - Simplify, reduce complexity, and increase speed of response to business requirements. Performance and Security Operate effectively in bank operations, compliance and security areas.
120
Basic Information
Business Stategic Intentions
Business Strategic Intention Index
3 30 21 11 3 24 27 8 26 19 14 32 13 12 22 34 31 10 5 9 23 1 18 29 33 2 6 20 4 7 28 15 25 17 Focus eCAS CETO AppTracker EcomFocus Cash Balance BAM EZTeller DTSRun (DP) Dealer Reserve Focus-Mortgage Dealer Billing Check Kit eCom ImageRPS/Lockbox Focus-Credit Cards BIL2006 ATM Web Admin BCS EcomAdmin 360 View DTS Run FIBLynx GenerateHsaOutput ACH Automate E3 ATM Fraud UI AutoPrime FIB Tickler DealerTrack ExactTMS Docuware 3,584,508 1,962,492 1,824,592 948,332 915,928 851,250 827,167 778,600 776,790 694,650 649,905 630,620 551,250 532,959 504,064 496,250 487,935 458,000 292,000 246,250 222,441 217,000 111,281 88,000 38,453 21,500 19,300 16,333 16,000 16,000 11,088 9,000 6,853 4 4 4
2 3 5 4 1 1 3 1 4 5 3 4 1 4 3 1 3 5 1 5 1 1 4 4 3 1
1 5 1 4 5 3 4 4 3 4 5 3 4 4 1 3 1 1 5 4 5 3 4 5 1 1 1 1
2 3 5 1 3 1 1 1
1 4 3 1 3 3 4 4 4 3 4 3 4 1
1 2 3 1 3 1 3 4 1 1 3 4 3 3 3 3 1 2 4 4 2 4 2
100
80
4 4 3 1 4 4 3 4 4 4 2 1 3 1 4 5
60
Strat Int Count
3 3 4 3 4 4 1 4 3 4 3 4 5 1
4 1 4 4 4 2 4 3 1 4
40
Cost
20
0
Customer Relationship Branch Support Personnel and Integrated Technology Staffing Financial Services Business Support
1 5 2
1 1 1
10 14 24 22 32 21 11 8 15 8 13 24 14 17 33 37 24 19 35 20 12 30 23 16 31 40 23 17 13 25 12 21 20 21
25 9 14 5 15 31 32 24 32 27 9 25 21 4 2 9 20 3 18 29 7 12 23 6 1 12 21 27 8 29 15 18 15
3,325,137 31%
4,037,234 3,277,278 2,747,190 38% 31% 26%
2,655,723 25%
938,478 9%
70
2012 Michael Rosen
Requrement for Future Strategic Intention Support

3 4 3 5 2 3 2 1 5 3 2 1 3 1 2 4 1 4 1 1 1 3 1 4 3 1 5 5 1 3 4 1 2
Technology Business Support
Total Run (OM) + GT Cost
Integrated Financial Services
Performance and Security
Application Number
Business Strategic IntentionRank
Branch Support
So What ?
Application Number
Basic Information
Total Run (OM) Costs
Valu
Ranke based on Value - SI Support Index
Performance and Quality (in Office)

Rank Performance and Quality
23 7 4 5 7 16 15 14 6 12 10 32 29 18 17 30 20 27 31 21 26 33 19 25 23 27 3 1 13 7 10 21 2
Application Name
100 80 60 40 20 0 Perform Count Cost
2 34 5 22 3 33 1 7 21 31 32 6 18 11 15 17 24 9 25 10 12 20 29 26 13 30 4 14 23 28 27 8 19
ACH ImageRPS/Lockbox ATM Web Admin eCom AppTracker GenerateHsaOutput 360 View AutoPrime eCAS Focus-Credit Cards Focus-Mortgage Automate DTS Run CETO DealerTrack Docuware EcomFocus BCS ExactTMS BIL2006 Check Kit E3 FIBLynx EZTeller Dealer Billing Focus ATM Fraud UI Dealer Reserve EcomAdmin FIB Tickler Cash Balance BAM DTSRun (DP)
9,128 406,120 150,000 304,783 501,473 88,000 167,241 16,000 970,852 246,250 464,775 6,500 217,000 1,626,118 11,088 6,853 556,928 105,000 9,000 290,315 246,250 0 1,671 537,524 630,620 1,723,333 16,000 182,320 246,250 16,000 246,250 442,839 249,407
1 2 3 4 5 6 7 8 9 9 9 12 12 14 15 15 15 18 18 20 21 21 23 24 25 25 27 27 29 29 31 32 32
5 4 4 4 4 4 4 3 3 4 3 3 4 1 4 5 4 1 4 1 1 2 4 4 1 4 5 5 4 4 5 3 4
2 5 4 4 3 4 4 3 4 4 4 4 5 5 3 3 3 1 5 4 1 4 1 5 3 4 5 4 4 5 3 5
3 4 3 4 5 4 5 3 1 5 3 3 5 4 1 4 4 1 1 1 1 1 3 4 1 1 3 4 4 4 3 1 1 4
5 2 4 4 5 4 4 5 4 4 5 5 3 4 3 2 4 4 4 4 3 2 4 4 4 5 4 4 4 4 5
4 3 5 5 5 5 4 5 5 5 4 5 3 4 4 3 4 4 4 4 4 2 3 5 3 5 5 5 4 5 4 5 5
3 3 4 5 4 3 3 4 4 4 4 4 3 4 5 4 4 4 4 4 4 4 3 5 5 4 4 4 5 4 4 4 3 5
3 2 4 4 4 4 2 3 5 3 4 3 3 4 4 4 3 4 4 4 3 3 2 4 4 4 4 4 4 3 4 4 4 4
Data Timeliness
4 5 4 4 3 4 4 3 4 4 4 4 5 5 3 3 3 1 5 4 1 4 1 5 3 4 5 4 4 5 3 5
120
Ease of Use
Data Timeliness
Availability
Responsiveness
Functionality
6,449,980 6,820,799 2,961,325
Data Availability
8,707,315
9,820,117
9,643,949 8,195,724
9,643,949 2,961,325
Responsivene ss
2012 Michael Rosen
Functionality
Ease of Use
Data Timeliness
Availability
Data Availability
1 4 3 4 5 4 5 3 1 5 3 3 5 4 1 4 4 1 1 1 1 1 3 4 1 1 3 4 4 4 3 1 1 4
Responsiveness
Data Availability
Functionality
Ease of Use
Availability
71
Architecture
Basic Information
Impact of Architecture Roadmap Total Run (OM) Costs
IT Architecture
TECHNICAL DEBT
Application Number
Architecture Profile
Percentage of Applications and Cost
90 80 70 60 50 40 30 20 10 0 Impact of Compliance with Architecture and TECHNICAL DEBT Architecture Current Technology Fit Roadmap Architecture Standards % of Total Portfolio OM Cost for Applications Rated "Good or "Excellent" % of Total Portfolio OM Cost for Applications Rated "Deficient" or "Unacceptable" % of Applications Rated "Deficient" or Unacceptable" % of Applications Rated "Good" or Excellent"
Application Name
5 30 34 11 31 3 19 7 28 1 21 15 22 23 26 8 12 25 18 13 10 17 14 24 2 20 33 27 29 6 32 4 9
ATM Web Admin Focus ImageRPS/Lockbox CETO Focus-Credit Cards AppTracker DTSRun (DP) AutoPrime FIB Tickler 360 View eCAS DealerTrack eCom EcomAdmin EZTeller BAM Check Kit ExactTMS DTS Run Dealer Billing BIL2006 Docuware Dealer Reserve EcomFocus ACH E3 GenerateHsaOutput Cash Balance FIBLynx Automate Focus-Mortgage ATM Fraud UI BCS
308,000 1,861,175 97,944 198,474 250,000 446,859 527,383
55,200 991,640 228,176 241,076 384,328 305,000
197,620 512,330 359,000 29,325 19,300 605,000 109,610 15,000 185,130 333 187,000
150,000 1,723,333 406,120 1,626,118 246,250 501,473 249,407 16,000 16,000 167,241 970,852 11,088 304,783 246,250 537,524 442,839 246,250 9,000 217,000 630,620 290,315 6,853 182,320 556,928 9,128 0 88,000 246,250 1,671 6,500 464,775 16,000 105,000
1 4 4 4 5 4 5 4 4 5 4 3 5 4 4 4 4
2 5 5 5 4 4 5 5 1 5 5 5 4 1 4 5 1 4 4 3 1 3 5 4 3 2 1 4 3 3 1 1 1
4 4 2 5 4 2 3 4 4 2 3 5 4 4
1 5 4 4 5 4 3 5 4 1 4 4 1 4 4 1 3 1 1 4 1 4 1 1 4 3 3 3 1 5 3 4 4 4
5 4 4 4 4 4 4 3 5 4 3 3 4 4 3 3 4 3 3 3 3 3 3 1 1 2 2 2 1 1 1 1 1 1
2012 Michael Rosen
Architecture Rank
1 2 3 4 4 4 7 7 7 10 11 12 13 13 15 16 17 18 19 19 21 22 23 23 23 26 27 28 28 30 31 32 32
Architecture and Technology Fit
Total GT Cost
73
Context: APM
Basic Information IT Architecture
Architecture and Technology Fit Total Run (OM) + GT Cost TECHNICAL DEBT Architecture Rank
2 11 4 4 23 28 16 15 7 23 31 19 17 13 3 4 21 1 32 13 10 19 28 27 23 30 26 32 7 7 12 18 22
Short Name
1 30 21 11 3 24 27 8 26 19 14 32 13 12 22 34 31 10 5 9 23 1 18 29 33 2 6 20 4 7 28 15 25 17 Focus eCAS CETO AppTracker EcomFocus Cash Balance BAM EZTeller DTSRun (DP) Dealer Reserve Focus-Mortgage Dealer Billing Check Kit eCom ImageRPS/Lockbox Focus-Credit Cards BIL2006 ATM Web Admin BCS EcomAdmin 360 View DTS Run FIBLynx GenerateHsaOutput ACH Automate E3 ATM Fraud UI AutoPrime FIB Tickler DealerTrack ExactTMS Docuware 3,584,508 1,962,492 1,824,592 948,332 915,928 851,250 827,167 778,600 776,790 694,650 649,905 630,620 551,250 532,959 504,064 496,250 487,935 458,000 292,000 246,250 222,441 217,000 111,281 88,000 38,453 21,500 19,300 16,333 16,000 16,000 11,088 9,000 6,853 4 4 4 4 4 4 4 5 5 5 4 4 5 4 5 4 4 4 4 5 2 4 2 3 3 4 4 4 3 2

2 5 5 4 5 4 4 1 5 5 5 1 3 4 1 5 4 1 5 1 4 5 3 1 3 3 2 1 1 5 4 4 3
Impact of Architecture Roadmap
Application Number
1 4 4 5 3 4 1 3 1 5 1 4 1 1 4 4 4 4 5 4 4 4 4 5 3 3 3 3 4 4 1 1 1 1
5 4 3 4 4 1 1 4 3 3 1 1 3 3 4 4 4 3 4 1 3 3 3 1 2 2 1 2 1 5 4 4 3 3
2012 Michael Rosen
74
Agenda
2012 Michael Rosen
77
EA Engagement with Project Portfolio Management

Strategic Intentions (CIO)
Future State Architecture and standards
Architecture Assessment
Design Review (If significant)
Plan View
(PMO)
Project
Deployed Solution
Project Requests
2012 Michael Rosen
78
Project Lifecycle Value Stream - EA Mapping

A Identify Identify idea
Business architecture workshop BPM workshop Arch. Vision
B Evaluate Evaluate idea

Arch. assessment Alignment report
D E Analyze Kickoff Analyze and Project +Design kickoff Design

Arch. consulting Modeling
F G Implement Deploy ImpleDeploy ment

Guidelines Harvest arch. Perform F/W Repos. Update
H Monitor Monitor
Perform F/W Data model D/W
I Maintain Maintain
Monitor change
Design review Reference arch. Patterns Standards Data model SOA repos.
2012 Michael Rosen
79
Sample Streamlined Review Process
2012 Michael Rosen
80
Architecture Review Template
Architecture Advisory Review

Project Name: Description Architecture Review of xxx Project
Is the project architecturally significant?
-
No no further action needed Yes Requires design review Requires architecture participation Provides opportunity to implement Strategic Vision
Is an information component required?
Does the Business Architecture align with strategic goals and objectives?
Will the proposed application integrate with the target architecture? What is the anticipated technology platform for the project? Will the proposed solution meet Security, Risk Management, and Compliance requirements?
2012 Michael Rosen
81
Sample Design Review Checklist (excerpt)

DESIGN REVIEW CHECK-LIST
DESIGN SUGGESTED ARTIFACT
1) Describe the high level design including the major subsystems and components. Should depict users, systems, prject component, infrastructure and scope. Generally laid out with user on the left and systems are to the right. 2) What architectural layers are encompassed within the project design? Describe the mapping of architectural layers to technologies. 3) Describe measures taken to ensure extensibility and maintainability.
ARCHITECTURE
Conceptual Drawing (Visio or tool of choice)
Conceptual Drawing or UML Package Diagram Short description during design review meeting. UML Class Diagram UML Sequence Diagram
4) What is the design of any external interfaces exposed by this project? 5) If the application integrates with another system, how is this integration accomplished?
DATA
6) What is the source of data? What Data Movement Patterns have been implemented? 7) Identify Extract Transform Load (ETL) process and corresponding process name. 8) How/where is data being stored? Is it using a common data store? If not, why not? 9) What is the conceptual data model? 10) Define the Extrinsic Metadata. 11) Does the project export data?
SECURITY AND RISK
List sources and patterns; can use diagrams for data movement or descriptions. SSIS Control Flow List data stores Conceptual Data Model (CDM) List, may be part of the CDM List destinations TBD (need to consult with S&R)
82
12) How does the project design address concerns regarding Security and Risk Management?
2012 Michael Rosen
Example of Project Portfolio Management

Individual Project Life Cycle
PRECONCEPT CONCEPT DESIGN BUILD USE
IDEA ASSESSMENT
CONCEPT PAPER
CHARTER
Primary Input
Updates
Rank based on Valero, BU, IT Strategic Intentions
Current QuarterDecision Priority
Rank Based on All Risk
Percentage Completed
Forecast Cost (in 000)
New Project Indicator
3 Year Benefits (000)
Business Dependency
Urgency Class
Current Phase
Payback Rank
Manager
Stokes, Glenn xMII 2008 Operations Center Dashboard Medina, Glenn Refinery Voice/Network Tech Refresh Cheng, Michael MDM-Material Cleans/Catalog Baselin Mngt Zesch, H. Advanced Process Control - Annual Maint Soileau, Shawn 2008 Fiber Optic Upgrade - SCRF Wilson, James (WFRF) 2008 I/S Generator System - WFRF Westbrook, Gary Krotz Divestiture & Transition Service Gunter, Dana 2008 I/S Generator System - TRRF Barnfield, Matthew E-Sourcing-Contract Lifecycle-TRACK Intf Stokes, Glenn Operation DB Drilldown Implementation Davenport, H. ProcHist - Krotz Springs Foxboro OMS Upg Gordon, Michael Analyze and Develop Oil Loss Report Soileau, Shawn Oil Mvmt System Off Platform - SCRF/HORF Wilson, James (WFRF) 2008 Desktop H/W Replacement - WFRF Griffin, R. Lima Refinery Transition Stokes, Glenn Aruba xMII Refinery Operations Dashboard Barnfield, Matthew Electronic PO Enhancement & Roll-out
Develop Develop Design Proposed Proposed Design Scheduled Scheduled Develop Design Design Develop Design Idea Idea Not Scheduled Not Scheduled
New New Tech
Other
New New
18 6 35 17 9 3 5 4 14 8 13 16 15 1 1 11 12
13 34 39 27 17 23 20 2 1 15 35 32 8 16 9 3 10
1 2 3 4 5 6 7 8 9 10 34 35 36 37 38 39 40
30 50 10
On Time Late
Unchanged Unchanged Unchanged
Expanding Unchanged Unchanged
10 5 25 30 30 50 10
On Time On Time On Time Late On Time On Time Late Late
Unchanged Unchanged Expanding Unchanged Unchanged Unchanged Unchanged
Unchanged Unchanged Unchanged Unchanged Unchanged Unchanged Unchanged
10 10
Late Late
Unchanged Unchanged
Unchanged Unchanged
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
2,877 852 1,417 1,920 953 333 512 392 1,248 408 132 159 160 0 0 150 138
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
4,000 6,000 1,000 4,000 3,000 5,000 4,000 4,000 3,000 2,000 329 335 344 0 0 408 349
2.16 0.43 4.25 1.44 0.95 0.20 0.38 0.29 1.25 0.61 1.20 1.43 1.40
Payback (Years)
Schedule Status
Project Name
1.11 1.19
5 5 5 4 4 3 2 3 4 5 3 4 3 4 5 5 4
Breadth of Usage
Project information
Status
Priority Decision
Project Status
Project Cost / Benefit
Usage
Scope Status
Cost Status
5 2 1 3 4 2 4 3 3 5 4 4 3 4 3 4 4
2012 Michael Rosen
Slide 83
Agenda
2012 Michael Rosen
84
Architecture Extends How We Consider Projects

The Project in isolation The Project within the Enterprise The Project connected to the Infrastructure
2012 Michael Rosen
91
Project in Isolation
Project by itself
Vu = Value to user
Vu = Value to User Total Value Vt = Vu
2012 Michael Rosen
92
Project Within the Enterprise

Project within the Enterprise
Ve = Value to Enterprise Vu = Value to User Total Value Vt = Vu + Ve

2012 Michael Rosen
93
Project Connected to Infrastructure

Project connected to Infrastructure
Vi = Value to Infrastructure Ve = Value to Enterprise Vu = Value to User

Total Value Vt = Vu + Ve + Vi
2012 Michael Rosen
94
Tour Eiffel
Built in 1889 for Universal
Exposition
Worlds most visited paid
tourist attraction
Over 220M visitors
300m high, 125m wide Cost: 7.7M francs
Paid for itself in 1 year

What is the Value?
2012 Michael Rosen
95
Tour Eiffel Construction

18,038 parts prefabricated in
the workshop by 100 workers

Assembled on site by 132
workers using 2.5M rivets

Revolutionized building
construction
First major structure built using
prefabricated parts
What was the value?
2012 Michael Rosen
96
Questions?
Michael Rosen

Critical Tool For Bisiness and ICT Managemnet

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Architecture: Critical Tool for Business and ICT Management

Mike Rosen Director, Enterprise Architecture Cutter Consortium mrosen@cutter.com

2012 Michael Rosen

2012 Michael Rosen

Collect Application Information

Receive Request for Quote

Validate Request Quote Request

How do you get from here to there?

Create Potential Customer

Merger of two banks with different lines of business

Need new payment mechanism that goes across lines of business

2012 Michael Rosen

A Typical Integration Scenario

Collect Application Information

Receive Request for Quote

LOB 2 System Account System

Create Potential Customer

This Doesnt Scale

Collect Application Information

Collect Application Information

Receive Request for Quote

Validate Request Collect Application Information

Create Quote Receive Quote

Policy Administration Pricing

Receive Request for Quote

Validate Create Request Potential Customer

Create Quote Underwrite Quote Request Within Limits

Policy Administration Pricing

Receive Request for Quote

Validate Create Request Potential Customer

Underwrite Quote Request

Create Quote Price

Create Potential Customer

The Result: Enterprise Application Spaghetti

2012 Michael Rosen

Complexity and Inconsistency

Virtualization, cloud computing

You cant escape the complexity of your business. Instead,

2012 Michael Rosen

Enterprise Technical Debt

technical debt in terms of system integration, system redundancy and inconsistency.

2012 Michael Rosen

2012 Michael Rosen

Platforms and technologies

Where will Cloud Systems Fit? High Cost

2012 Michael Rosen

Who Owns the Problem?

2012 Michael Rosen

The Cost of Technical Debt

Maintenance Integration New Applications

2012 Michael Rosen

enterprise that wants to be competitive in the future.

2012 Michael Rosen

Architecture to the Rescue

Align applications and projects to business and enterprise goals

2012 Michael Rosen

I cant get the data I need from application x.

Support an enterprise value chain.

Aggregate information to support executive decision making.

Enterprise Architecture provides a common understanding of the

2012 Michael Rosen

What is Enterprise Architecture?

Additional (tactical) goals are to: