ATUL PATANKAR [ ASUG INSTALLATION MEMBER MEMBER SINCE: 2000 LINDA WILSON [ ASUG INSTALLATION MEMBER MEMBER SINCE: 1999 JUERGEN LINDNER [ SAP POINT OF CONTACT MEMBER SINCE: 1998 Enterprise Architecture – What Is It and How You Use It To Transform Your Business decisions? Cheryl Mascaro, Intel Corporation
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ATUL PATANKAR[ASUG INSTALLATION MEMBER MEMBER SINCE: 2000
LINDA WILSON[ASUG INSTALLATION MEMBER MEMBER SINCE: 1999
JUERGEN LINDNER[SAP POINT OF CONTACT MEMBER SINCE: 1998
Enterprise Architecture –
What Is It and How You Use It To Transform
Your Business decisions?
Cheryl Mascaro, Intel Corporation
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Legal Notices
This presentation is for informational purposes only. INTEL MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY.
BunnyPeople, Celeron, Celeron Inside, Centrino, Centrino logo, Core Inside, FlashFile, i960, InstantIP, Intel, Intel logo, Intel386, Intel486, Intel740, IntelDX2, IntelDX4, IntelSX2, Intel Core, Intel Inside, Intel Inside logo, Intel. Leap ahead., Intel. Leap ahead. logo, Intel NetBurst, Intel NetMerge, Intel NetStructure, Intel SingleDriver, Intel SpeedStep, Intel StrataFlash, Intel Viiv, Intel vPro, Intel XScale, IPLink, Itanium, Itanium Inside, MCS, MMX, Oplus, OverDrive, PDCharm, Pentium, Pentium Inside, skoool, Sound Mark, The Journey Inside, VTune, Xeon, and Xeon Inside are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries.
*Other names and brands may be claimed as the property of others.
Enterprise Architect with a primary responsibility for Business Process Management CapabilitiesWorking directly with SAP on their BPM solution (Galaxy)Lead architect for BPM and SOA alignmentDriving definition of Conceptual Business Architecture – trying to find commonality and differences between BPM and Biz Architecture
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Presentation Content
How Enterprise Architecture (Business Architecture) can guide your IT goals and investment / disinvestment decisions
Overview of the key strategic work products, in particular, the Enterprise Capability Framework
Using Frameworks to organize and manage your Enterprise Architecture artifacts. Building the Business Reference Architecture
How to prepare for the definition of services in readiness for BPM(s) tools in the future
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Strategic Planning, the next frontier
““How do we make investment How do we make investment tradetrade--offs?offs?””
““Does ITDoes IT’’s roadmap align to Intels roadmap align to Intel’’s, s, how do I know?how do I know?””
Source: Martin Curley, Intel / National University of Ireland
Presenter�
Presentation Notes�
Key Points: There are a number of frameworks that will interplay together to give you a complete picture. Frameworks are many things, not the least of which is a communication tool. They should make you feel comfortable and simplify complex issues. If what you have is not communicating well to your audience, then, adapt as necessary. Discuss benefits of frameworks at all varying levels. They are simply tools to help us get our heads around topics. They are: Models to break IT into a manageable set of parts Why Important? Provides a vocabulary for strategic dialogAnalysis Framework to communicate status, strategies & tactics Consistency: Orgs and projects changeContrast enterprise changes over time Industry best practice �
Budgeting and Reporting Fixed Asset Accounting Accounts Payable
Recruit and Hire Core Services and Employee Retention Learning and Development
Acquire and Implement Deliver and Support
Construction Management Facilities Operations
General Counsel IP Management Corporate Affairs
Finished Goods Order Management
Order Fulfillment and Logistics
Accounts Receivable and Collections
Post Sales Support
Issue Management
Product Marketing and Roadmap
Ecosystem Enabling
Product Planning Demand Planning
Production and Supply Planning
MRP
Direct Procurement Execution
Contingent Workforce Management
Accounting Controls and Compliance
Leadership/Workforce Engagement
Workforce Profile Management
Monitor and Evaluate
EHS Compliance
Competition and Litigation
Market Segment Assessment (MSA) PLBP
Strategic Architecture Definition
Front End/Back EndLifecycle
Post-Silicon Validation
External Design Collateral Management
Wafer Fabrication
Test
Customer Account Management
Opportunity Management
Sales Compensation Management
Indirect Procurement Management
Investment and Capital Management Treasury
Talent/Workforce Management
Plan and Organize
Facilities and Asset Planning
Physical Security and Mitigation
OEM Contracting
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Presentation Notes�
Source of slide: ‘Multiply your innovation and maximize your potential, Multiply your knowledge’ Given by JJ to the Intel Developer Forum Sept 2007. Slide originates from original Enterprise Capability Framework as part of the Enterprise Architecture. Key Points: Money talks Gets folks attention Not only can you create an overlay like this, you can create a myriad of other overlays. Benefits of this, engaging everyone in the same language�
[ Strategy Planning
IT align with corporate planning initiatesInsure integrated process from top to bottomAssign Lead Architects for each Level 1 area to conduct Capability Health AssessmentRun this entire cycle each year for Plan Process (Funding)
Strategic Mission and vision3 year planning horizonUpdates aligned to strategic business shiftsHealth AssessmentRoadmap Alignment – Fund Decisions
Strategic PlanningMarket Segment
Assessment (MSA)Tech Opportunity
Assessment (TOA) SLRP PSD PLBP Plan/POR
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Success looks like…
“Pull” vs. “Push” of your architectural assetsUnsolicited requests to get with you to update your frameworks and analysisCIO references key Enterprise Architecture Frameworks in his keynote address at Intel Developer ForumVice Presidents and General Managers favorably referencing these frameworks and analysis tools in internal blogs and podcastsYour finance guy not only knowing what you do, but, asking for the latest and greatest so we can keep tabs on plan of record.
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Build the Reference Architecture – Prepare for identification of Business Services
[ Start to decompose
Fine the Capabilities that are included in your Value Chain/Value Streams
Once your have your Level 2 capabilities defined correctly:
Identify the set that make up your Value Chain/StreamBegin to decompose the “Most Mature Process” (MMP)Work to Minimize Variations
Now you are positioned to:Develop reference Business Architecture/Model that is foundation to all your future projects – greatly reduces time to market for your projectsIdentify Business Services (candidate SOA)Conduct Health Assessments for to identify candidate improvement areas
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Thank you for participating.
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Please remember to complete and return your evaluation form following this session.
For ongoing education on this area of focus, visit the Year-Round Community page at www.asug.com/yrc
[ Our IT Operations
Intel’s IT employees: 5,500IT sites: 66 in 28 countries
Who do we support?Employees: 86,500Sites: 146Countries and regions: 60
Profile: Intel's IT Operations
Data centers: 117*Manufacturing computing: 29Regional and small site: 27Enterprise: 2General purpose: 52High density: 7
810,000 LAN nodes
6,300 wireless access points
1,996 terabytes of WAN traffic per month
80,000 instant messaging users
143 million e-mail messages per month
122,000 e-mail mail boxes
989 terabytes backup data stored per month*Down from 136 at the end of 2006
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Presentation Notes�
Regional breakouts: Intel employees and contingent workers: 97,500 Americas region: 55,300 Europe region: 15,100 Asia region: 27,100 Sites: 144 Americas region: 42 Europe region: 51 Asia region: 51 Average network throughput (terabytes per day): 248 Backup data stored (terabytes per month: 812 Audio conferencing minutes per month: 39M E-mail mail boxes: 95,000 E-mail messages per month: 137M �
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Current state of Enterprise Architecture at Intel
Enterprise Architecture reports to the CIOLines between architectural domains (Business, Data, Applications, Technology) blurringKey themes:
EA as a practice, not a programSimplificationReuseArchitecture governance: friend not foeBusiness strategy drivenCross-enterprise integration