Enterprise Content Management Starts with an Architecture AIIM 2004 Conference 8 March 2004 Presenter: Tim Johnson, Gartner email: [email protected].

Enterprise Content Management Starts with an ArchitectureAIIM 2004 Conference

8 March 2004

Presenter: Tim Johnson, Gartner

email: [email protected]

For internal use only. © 2004 Gartner, Inc. and/or Gartner Holdings Ireland.

All Rights Reserved.Page 2

Enterprise Content Management Starts with an ArchitectureAIIM 2004 Conference8 March 2004

Presentation Topics

1. Content Management Business Drivers Strategic planning assumptions

Content management hype cycle

2. Starting with Architecture Definition

Focus areas

Benefits

3. An Architecture Method Architecture layers, styles, and “bricks”

Architecture deliverables

4. A Content Architecture Enterprise view

Capturing architecture requirements

5. Recommendations




Content integration efforts requiring business process management and application integration technologies will be present in more than 70 percent of content management implementations by 2007 (0.7 probability).

By 2006, the majority of Type A (leading-edge technology adopter) enterprises will deploy architectures that offer content management functionality as callable Web services (0.8 probability).

Through 2005, enterprises that fail to exploit document workflow effectively will realize less than 40 percent of the total cost savings document or content management systems can provide, and will take twice as long to recover initial software costs (0.7 probability).

Strategic Planning Assumptions




Compliance requirements will account for 50 percent of spending on content and business process management systems from 2004.

By 2006, content delivered via a Web-based infrastructure will overtake traditional content delivery media (0.7 probability).

By 2010, 70 percent of the population in developed nations will spend 10 times longer per day interacting with people in the e-world than in the physical one (0.6 probability).

Adoption of records management technology will increase, with 50 percent of all Global 2000 enterprises either adapting existing document management systems or buying stand-alone records management systems by 2005 (0.7 probability).

Strategic Planning Assumptions




DomainsUnstructured: IDM, KM, WCM, collaborative, personal

Structured: Databases,catalog content management

EnlightenedApplications address all major needsContent management architectureAccepted and implemented policiesContent strategist/organization

Content Free-for-All

Controlled Chaos

ContentMgmt. is

Comprehensive

Maturity

HereToday

Evolution of Content Management




Content Free-for-All

Controlled Chaos

HereToday

Marketplace Volatility

Purchaser confusion regarding terms and definitions

Economic climate: Every purchase has quantified benefits

Crowded marketplace without clear differentiation

Sticker shock and reengineering shock

Simple solutions needed without wholesale replacement of existing file, document, and content systems

Designing initial implementations to transition “upward”




Technology Trigger

Peak of Inflated Expectations

Trough of Disillusionment

Slope of Enlightenment

Plateau of Productivity

Maturity

Visibility

Less than two years

Two to five years

Five to ten years

Key: Time to Plateau

As of June 2003

Document Management

Document Imaging

WCMStreaming

Media

Digital Asset Management

Content Aggregation and Syndication

XML Database Management Systems

Consumer Digital Rights Management

Enterprise Digital Rights Management

Globalization, LocalizationContent Integration

Web Services for CM

Records Management

Content-Process Fusion

WCM Outsourcing

Taxonomies

COLD, IDARS, DOM

E-Forms

Information Extraction

JSR170WSRP and JSR168

XML-based Multichannel Output

and Interaction Smart Enterprise Suites

Virtual Content Repositories

Information Retrieval/Search

Personal Web Publishing

The Content Management Hype Cycle

x




Starting with an Architecture




Defining IT Architecture

Gartner defines IT architecture as "The grand design or overall concept employed in creating a system ... an abstraction or design of a system, its structure, components and how they interrelate." Specifically, it is "A family of guidelines (concepts, principles, rules, patterns, interfaces and standards) to use when building a new IT capability."




Cost Reduction

Revenue Generation

Current Future

Architecture is Strategic: Expand Focus to Revenue and Future Value

Opportunity creation

Development efficiency

Process effectiveness

Operational efficiency




What Will Architecture Do for Me?

Reduces cost

Improves interoperability

Aids scalability

Enables agility

Improves security

Eases staffing

Reduces technical risk

Supports business innovation

Reduces cost for Service A by 30%

Makes accurate customer information available to all lines of business

Has the capacity to handle 60% more business transactions

New products can be implemented in days rather than months

Meets new legislation on privacy

Automates the process, freeing up staff

Implements industry standard solutions

Ground-breaking technology can be integrated quickly

Transition plan

Models and templates

Process & methods

Standards & guidelines

Benefits of an IT architecture Example business case




Balancing the Benefits with the Risks

Benefits of an IT architecture

Reduces cost

Improves inter-operability

Aids scalability

Enables agilityImproves security

Eases staffing


Potential problems

Expense and effort

Tensions

Uncertain justification

Updating commitment





Who Cares About IT Architecture?

IT Architecture Stakeholders

1. CEO/CFO/COO

2. Enterprise-Level CIO

3. Business Unit Management

4. Operations

5. Application Development Staff

6. Procurement

7. Contractors/Outsourcers

8. Packaged-Software Owners




Investigating the Benefits by Stakeholder


Benefits of an IT Architecture

Reduces cost

Improves interoperability

Aids scalability

Enables agility

Improves security

Eases staffing


Architectural Concerns

CEO/CFO BU Mgmt. App. Dev. Operations





Investigating the Benefits by Architectural Transition Strategy

Benefits of an IT architecture

Reduces cost

Improves inter-operability

Aids scalability

Enables agility

Improves security

Eases staffing


Transition strategy

Consolidate Connect Innovate Re-platform


x




Deliver According to a Method




Architecture as Part of an IT Planning Process

EnterpriseEnterprise ArchitectureArchitecture

Strategic PlanningStrategic Planning

Portfolio Portfolio Performance Performance ManagementManagement

Information Information TechnologyTechnology Investment Investment ManagementManagement

Drives

Supported by Improved by

Influences

Enterprises adopting an Enterprise IT Architecture will realize a 30 percent improvement in their operational ability to address constantly changing external drivers (0.6 probability).




Gartner Methodology for Enterprise Architecture

ProjectInitiation

Baselineand

Requirements

ArchitecturePrinciples

Styles, Patterns,

Configurations,

Taxonomy

ActionPlan

Specifications Bricks

Define Architecture

Scope

Establish Architecture Methodology Governance Process & Structure

Create Business

Maxims/IT Principles

Determine Architecture Style Profiles

Determine Patterns and Deployment

Configs

Map Styles Patterns to

Bricks

Create Management Action Plan

Define Architecture Transition

Initiatives and Evergreening

Communicate and Gain

Agreement

Establish Evaluation and

Selection Process

Define Technology Architecture Specifications

Select and Populate

Appropriate Bricks for Enterprise

Identify Business and Technology

Drivers

Document Business/IT

Baseline

Justify the investment in architecture

Develop and Maintain Consensus

Define the Business

Relationship Grid

Establish Governance (decisions)

Establish governance

(enforcement)

Measure and Assess




Gartner’s Architecture Perspective

Application Domain Integration

Domain

Data Domain Point of Access

Domain

Business ArchitectureBusiness Architecture

Patterns

Business Relationship Grid

Bricks

Business Processes, Styles

System Management Domain

Security Domain

Infrastructure Domain

InformationArchitecture

Technical Architecture




To get to the “Grid” Business strategy IT strategy Scope

To move from the “Grid” to “Styles” Business drivers IT drivers Principles Operational business models Business process models Information flow maps

To move from “Styles” to “Patterns” Business function models Pattern creation / adoption

To move from “Patterns” to “Bricks” “As-is” and “to-be” configurations Taxonomy and consensus workshops

Business Mission

The Architectural Layers are Interconnected




Real Time

VolumeOLTP Utility

CollaborativeAnalyticalBusiness ProcessStyle

Computational Need

ArchitecturalStyle

Fail Safe

Priority Interrupts

24x7

Quick Response

Positive Commit

Processing Intensive

Noncritical

Programming Ease

Complex Indexing

Content Management

Messaging Choices

Routine Applications

Economy and Dependability

Clustered, Mirrored

Multiple Input Systems

Transaction Monitor

Web-Based Input

Analytical Packages

Data Warehouse

Metadata Tags

High Bandwidth

Instant Messaging

Cost Driven

Outsource Candidates

Business Process Styles Drive IT Architectural Styles




Domains are Subdivided into “Bricks” of Technology

Source: Gartner

Tactical Deployment

Strategic Direction

Retirement Targets

Containment Targets

Mainstream

Emerging Technology

Current Tactical Period Strategic Period

Implications and Dependencies

Baseline

Exit fromEnvironment

Introduction toEnvironment

EmergingTechnology

MainstreamStandards

ContainmentTargets

RetirementTargets

An Architecture “Brick”Each architecture component is subdivided into a set of specific elements. Each technology element is discussed based on industry status and outlook. The status is based on availability of standards (e.g., formal or de facto, vendors, and products both emerging and currently deployed).




Example Architectural Deliverables

Business architecture Business drivers Business styles Operational business model by industry

– Financial services, Public sector, Manufacturing, Healthcare, Retail,Automotive, Technology vendors, Telecomm, etc.

Process architecture (value chain) Process / business systems traceability matrix / business links Critical success factors

Application / Systems architecture Business systems model (key functions) Application integration model Logical functional description Scope / footprint - logical architecture Priorities, business needs, requirements Application suites Package domain options evaluation Logical & physical placement/deployment Evaluation / Selection criteria

Data / Information architecture Information model Information flow maps Content architecture Current state analysis Data warehouse / Operational Data Stores Data management system selection

Technology infrastructure architecture Network model Topology model Bricks - portfolio Bricks - life cycle Patterns, configurations, models, views Security architecture Disaster recovery / business continuity Evaluation / Selection criteria Migration plan Short list, standards Strategic options Current and To-be states




Trend: Renewed Battle for Infrastructure Control

x




Content Architecture




EnterpriseSystems

BusinessPartners Integration Services

EAI Connectors

Metadata Catalog

Content Library

Document ServicesRecords MgmtFormsAuthoringImagingTransformationImport/ExportIndexingStorage MgmtFile SystemsWorkflowLibrary ServicesSearchCollaborationDevelopment KitPublishingSource StorageSchema RepositoryEtc.

PortalServices

Application Services

RulesFile

MgmtCommerce

Etc.

Databases, File SystemsMedia Servers, Capture Equip

Plug-Ins: DM WCM

Content Architecture: Enterprise View




Basic Document ServicesBasic Records MgmtVersioningLockingRetention/ExpirationDistributed AuthoringIndexingStorage MgmtSecurity

Web Server


WebDAV Application

Databases, File Systems

Example Simplified View

BrowserMS Office Suite

AdobeWebDAV Client

etc.HTTP w WebDAV extensions (RFC2518)

Example WebDAV Server Vendors:XythosApacheSoftware AGIBMOracleXeroxetc.




Metadata Catalog

Enterprise Content Repository

Document ServicesRecords MgmtFormsAuthoringImagingTransformationImport/ExportIndexingStorage MgmtFile SystemsWorkflowLibrary ServicesSearchCollaborationDevelopment KitPublishingSource StorageSchema RepositoryEtc.

Portal Services


Databases, File SystemsMedia Servers, Capture Equip

Example Comprehensive View

Extern

al Services

Leg

acy Co

nn

ectors

DM WCMBPM Imaging CollabDAM

Partn

er So

lutio

ns

Example Vendors:FileNetDocumentum/EMCIBMOpenTextetc.




Integrating Content Management Across the Enterprise

Drivers: Productivity, Innovation, Reuse, Regulatory, Customer Satisfaction, etc.

ERP SCM CRM Process CtlFinancial eCommerce

Business Application Services

Office

Documents

Web

ComponentsDrawings EmailForms Imaging

Content Management Services

Business Process Workflow

Content-centric Workflow

Records Management: Rules and Policy

Document Technology Infrastructure

Content Management Architecture

x




Capturing Requirements for Content Management




Publishing

Transactions

Personalization

TransformationWorkflowWorkflow

IntegrationIntegration

CreateCreate

Aggregate/ Manage

Aggregate/ Manage

DistributeDistributeReviewReview

ArchiveArchive

DestroyDestroy

RepositoryRepository

The Content Life Cycle




Requirements by Lifecycle Step

Req.ID.

Requirement DescriptionDesignation

(Mandatory/Desirable)

Functional Requirements by Content Lifecycle Step

Create – Acquire Content (C)

C-1. Ability to separate content from style through theuse of form-based templates

M

C-2. Etc. D

Review (R)

R-1. Ability to prioritize submissions based on user-definable criteria

M

R-2. Etc. M

Aggregate – Manage (M)

M-1. Ability to classify content based on attributes (e.g.,date, author, content type and topic)

M

M-2. Etc. D

Access – Distribute (A)

A-1. Ability to publish to multiple locations based onpredefined attributes

M

A-2. Etc. M

Etc.- Next Lifecycle Step




Gap Analysis by Lifecycle Step

Req.ID.

Requirement Description Gap Analysis

Functional Requirements by ContentLifecycle Step

Color Coded Analysis of Gap Between the “AsIs” and “To Be” States

Create – Acquire Content (C)

C-1. Ability to separate content fromstyle through the use of form-based templates

C-2. Etc.

No GapIndicates either company is familiar with the topic andis likely to be providing this process or service today orthe process is a standard offering from the vendorcommunity that needs little support.

Review (R)

R-1. Ability to prioritize submissionsbased on user-definable criteria

R-2. Etc.

Minor GapIndicates a process or service that companyunderstands, has some experience with, or is notfamiliar with but it is not a critical function or technologyfor success.

Aggregate – Manage (M)

M-1. Ability to classify content basedon attributes (e.g., date, author,content type and topic)

M-2. Etc.

Major GapIndicates a new process or service that company is notfamiliar with, a critical business process that is difficultor new, or a critical technology component that isdifficult or new for company to implement.

Access – Distribute (A)

A-1. Ability to publish to multiplelocations based on predefinedattributes

Color coded gap rating with explanation

Etc.- Next Lifecycle Step

x




Recommendations




Recommendations

Investigate the benefits for stakeholders, transition strategies and styles

Build architectures to change, not to last.

Put the 80/20 rule to work. Build out only what is most important.

Be prepared to rapidly iterate what you build. 70% of architecture effort is in iteration.

Develop requirements and gap analysis for lifecycle steps.

Develop business scenarios for how groups of architectural components get exercised.

Understand the impact of new architecture on governance and address governance issues rapidly.

Stay fired up. This is fun.

Gartner

If you need assistance in this regard contact your Gartner Account Executive or send me an email at [email protected]