Enterprise Analysis

Prof Pradeep Pendse Dean IT/Business Design & Innovation Welingkar Institute of Management pendse_pradeep@yahoo.com

Enterprise Analysis
Please read the Chapter on Enterprise Analysis from the IIBA bok as also the overall framework of the IIBA

Enterprise Analysis
Business Strategy Frameworks Michael Porters 5 Forces Model Value Stream Mapping Biz/Info architecture & Context Business Architectural Metaphors Zachmanns Framework Other Business & Org Factors Technology Context/Planning Nolans EDP Lifecycle McFarlans Strategic Grid As-Is Technology & Platforms Technology Diffusion Moore Gartners Hype Curve Gartners Magic Quadrant Evaluating IT Strategy/Investments Verifying Alignment Appropriate criteria and methods Portfolio Approach

Info & IT Strategy Alignment Critical Success Factors Alfred Chandlers SIA framework

Study of the Competitive Environment

Business Strategy of the Firm

Architectural Metaphors for Business, Org and Infomation

Information Architecture - Metaphors

Digital Nervous System Onion Peel Information Bus Layered Architecture Service Oriented Architecture .

Other Factors
Influence of Group level structures Industry Standards Regulatory Requirements Structure and Role of The IT Organisation Organisation Culture Energy Cycle Extent /Nature of Transformation/Innovation and Change envisaged Experience with Technology As-Is Technology Environment Context of Partner Organisations Risks

the Role of IT

Business Strategy

Functional Integration

IT strategy

Strategic fit Organisational Infrastructure And Processes

Strategic fit

Functional Integration

IT Infrastructure And Processes

Maturity of Demand & Supply

Conflicting interests Technology push Maturity of supply IT is an enabler

IT is a partner IT is a service IT is a Facility Maturity of demand Conflicting interests Demand pull

IT Performance Management Grid

IT Demand
Business Support IT Based offering Mission Critical

IT Supply

Value added service Application Services Infrastructure

Aligning Information to Business Strategy --Information Needs keep changing

Identify what is Critical for Business success and align systems Alignment needs to be done every year since critical success factors change

Newer Dimensions of Information Needs

Info for control should help People Succeed Should be captured at source MIS should not take up Effort Type of Data and Information Informating & Learning Knowledge Discovery Innovation & its Process Customer Bonding Market Sensing Governance/ Risk/Compliance web2.0/ User Generated content New Organisational architectures Life Cycle View of Data and Information Pervasive Technologies mobile

Self Control

Information Strategy
-Information for Strategic Advantage
Add Value

Reduce Costs

Reduce Risk

Create New Reality

Competing thru information Donald Marchand

IT Strategy
- Alignment of IT Strategy

Business Strategy

Organisational Strategy

Systems/IT Strategy

Alfred Chandlers Strategy Trilogy

Planning of Info Systems Nolans -EDP LifeCycle

Maturit Admin y Integration Contagion Initiatio n

Decline

Planning of Info Systems

Nolans -EDP LifeCycle

Initiatio Integration Maturity Decline n Contagion Admin

IT Strategy
-Direction of IT Investments
Impact Warren MacFarlans Strategic Grid

High

Turnaround Support Low

Strategic Factory High Dependence

Low

IT Strategy
-Direction of IT Investments
Impact MacFarlans Strategic Grid

High

ATMs in early 90s

ATMs in the late 90s

Low Low

ATMs today

High

Dependence

Portfolio Management Matrix

Strategic Contribution

High

Medium/Low Priority

High Priority

Low

Low Priority

Medium Priority

Low High Financial Contribution

IT Performance Management by Wiggers et all

Impact of Design for Experiences

Objects

Events

Experience Outcomes Transitions

States

The Choice of Experience related outcomes determines the objects and therefore complexity Of the business process

Planning of Info Systems

Technology-Functional Adequacy Model
Functional Adequacy 0,9 High

9,9

Low 0,0

Scrap/Rewrite 9,0 Low High Technical Robustness

Technology Forecasting & Selection

Peak of Hype Nano Tech

RF-ID Maturity ERP E-Biz Trough of Disillusionment Gartners Hype Curve

Technology Forecasting & Selection

Product Vision

High

Ramco Marshall

SAP

Retek (retail ERP)

Low Low

Ability to Execute the Vision

Feasibility and Evaluation

Functional

Technical

Economic

Project

Matching Projects to Techniques

Investment Match Eval Techniques with Tasks on Hand

B Soft E N E F I T Hard Hard

Return on Mgmt Info Econ Performance Metrics Cost Benefit NPV

R&D Competitive edge

Risk Analysis

Costs

Soft

A Note on Scope
Functional Scope
Boundaries marked on Flow Diagrams Objects, Events, States and Transitions to be included Business Rules and Decisions to be supported Use Cases Interfaces

Non-Functional Scope
Quality of Code etc

Enterprise Context and expectations Business Context and Expectations Project Scope Contract Scope

Thank You

pendse_pradeep@yahoo.com