Organizing the Enterprise: la collaborazione tra Enterprise Architect, Project Manager e Service Manager

Transcript

1 Organizing the Enterprise: la collaborazione tra Enterprise Architect, Project Manager e Service Manager Maurizio Romano icons Innovative Consulting Consiglio regionale della Toscana Firenze 28 maggio 2013

2 igroup - Innovative Group

3 Che cosa è l Enterprise Architecture? Architecture Principles Model Driven Architecture (MDA) Strategic IT Planning Portfolio Management Pogramme Management Zachmann Framework Maturity Model Project Management Benefits Management Business & IT Alignment Master Data Management COBIT Roadmap TOGAF Business Process Modelling Service Oriented Architecture (SOA) Solutions ISO Certification ITIL Archimate Technology Standardization Governance Requirements Engineering Process Standardization IT Service Management Compliance Lean IT Baseline Business Process Automation Software Development Lifecycle Application Portfolio Management Scenarios Application Portoflio Management Requirements Management Application Harmonization Resource Optimization Disaster Recovery Configuration Management Business Transformation Risk Management IT Transformation Business Continuity Legacy Modernization Application Lifecycle Management 3

4 Che cosa è l Enterprise Architecture? Business Side Enterprise architecture (EA) is the process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state and enable its evolution. (Gartner) IT Side Enterprise architecture consists of the vision, principles and standards that guide the purchase and deployment of technology within an enterprise

5 Architecture Types / Layers Business Architecture Business processes, organization, people Services Application Architecture Data Architecture Data, information Hardware, software, network Technology Architecture

6 Dalla Strategia all Operation Executive Management Enterprise Architecture Practice Business Operations Project Management Office Enterprise Assets 6

7 Chi è coinvolto? CEO Office CFO Office COO Office IT Operation Solution Dev EA Team Programm emngt Office Portfolio MngtTeam Service Manager Project MngtOffice 7

8 Approfondiamo alcuni ruoli CEO Office CFO Office Enterprise Architect COO Office IT Operation EA Team Portfolio MngtTeam Solution Dev Programm emngt Office Service Manager Service Manager Project MngtOffice Project Manager 8

9 Enterprise Architects e Project Manager Practitioners of EA call themselves enterprise architects. An enterprise architect is a person responsible for performing this complex analysis of business structure and processes and is often called upon to draw conclusions from the information collected. By producing this understanding, architects are attempting to address the goals of Enterprise Architecture: Effectiveness, Efficiency, Agility, and Durability. (PEAF) Project manager is a person who is responsible for day to day management of a project. He applies his knowledge, techniques and tools in order to manage the project. He closely work with Project board and supplier team in order to deliver the business products with acceptable quality, within agreed time and cost tolerances. (PRINCE2 ) 9

10 Service Manager e Service Owner Service Manager is a generic term for any manager within the service provider. The term is commonly used to refer to a business relationship manager, a process manager or a senior manager with responsibility for IT services overall. A service manager is often assigned several roles such as business relationship management, service level management and continual service improvement. (ITIL ) Service Owner is accountable for the delivery of specific IT service. The service owner is responsible to the customer for the initiation, transition and ongoing maintenance and support of a particular service management director for the delivery of the service. The service owner s accountability for a specific service within an organization is indipendent of where the underpinning technology components, processes or professional capabilities reside. The service owner [ ] ensure that all groups which maintain the data and relationships for the service architecture they are responsible for have done so with the level of integrity required. (ITIL ) 10

11 Fattori che inibiscono la collaborazione Ruoli differenti con differenti obiettivi, metriche, misure e pressioni (accesso al funding, produzione di risultati, deliverable, SLA, ) Le persone che occupano questi ruoli hanno spesso differenti skill, caratteristiche e visioni del mondo (standard, glossari, estrazioni, ) La relazione è spesso conflittuale (e non dovrebbe esserlo) 11

12 Fattori che inibiscono la collaborazione La mia EA Objectives Measure Budget Project Framework Standards Glossary I miei servizi Objectives Measure Budget Contracts SLAs Utility/warranty Framework Glossary I miei progetti Objectives Measure Budget Activities Framework Standard Glossary 12

13 Un Governance framework per la collaborazione Business Visioning Environment Analysis Strategy Formulation Enterprise Strategy & Planning Measure & Control Scheduling Reporting Investment Portfolio, Programme & Project Management Resourcing Programme and Project Mngt Transformation Prioritization and Risk Analysis Business Strategic Alignment Enterprise Architecture Lifecycles Baseline & Target Architecture Gap Analysis Roadmaps 13

14 La cooperazione tra best practices BSC Scenario Planning EPISTEL Enterprise Strategy & Planning Portfolio, Programme & Project Management Enterprise Architecture ISACA. All Rights Reserved Crown copyright 2011 Reproduced under licence from CO

15 Perché COBIT 5? COBIT 5 fornisce un framework completo ed integrato che aiuta le organizzazioni a raggiungere i loro obiettivi e fornire valore attraverso una efficace governance e gestione dell Enterprise IT AP003 Manage Enteprise Architecture 2012 ISACA. All Rights Reserved APMG 2012

16 Mappinf tra COBIT 5 e altri framework 2012 ISACA. All Rights Reserved APMG 2012

17 Perchè TOGAF? Diffusione (standard de-facto) Metodo generale e completo ed adattabile a contesti specifici Complementare e non in competizione con altri framework Neutrale rispetto a vendor, tool e tecnologie Business IT alignment Basato su best practice Disponibile gratuitamente, è possibile partecipare alla sua evoluzione 17

18 Perché le best practice del Cabinet Office? Offerta Glossario Guide Modelli di maturità Schemi di qualificazione professionale e corsi Punti di forza Completezza Consistenza e coerenza Diffusione Mancanza di alternative altrettanto complete 18

19 Perché ITIL? ITIL fornisce la guida dettagliata per l implementazione di processi di erogazione dei servizi IT efficaci ed efficienti, inserendo quindi la dimensione del come erogare e gestire servizi IT di qualità Molteplici punti di contatto tra discipline complementari, es.: Service Strategy: collegamenti con principi e policy, con l Enteprise Governance e con il Portfolio Management Service Design: richiamo all EA per la progettazione dei servizi e l ingegneria dei requisiti, supporto alla pianificazione Service Transition: comprende i processi di Change e Release & Deployment management, con strette relazioni al PPPM, il processo di SACM è il punto di contatto con l EA Repository Service Operation: ITIL è la guida per il business-as-usual Continual Service Improvement: condivide l approccio con gli altri framework

20 Parola d ordine: cooperazione! Enterprise Architect Service Manager Project Manager 20

21 Approccio pratico Investire sulle best practice di strategy, portfolio e service management, definendo ambito, obiettivi, benefici attesi, modello organizzativo e stakeholder per ogni ambito Focus su governance, formazione e competenze, sin dalle prime fasi di attuazione Tayloring dei frameworks Creare CoE all interno dell organizzazione Selezionare i tool a supporto, più integrati possibile Implementare un repository consistente per la gestione dei Master Data che permetta di implementare viste e punti di vista differenti Fare la cosa giusta! Nel modo giusto! Al primo tentativo! 21

22 The value proposition of igroup Best Practices Standards Methodologies Knowledge Assessment Change TOGAF TM P3O MOP MSP PRINCE2 COBIT ITIL LEAN IT MoV M_o_R Corsi di formazione a tutti i livelli Workshop ad-hoc Progetti di consulenza con esperti qualificati e certificati ai massimi livelli Soluzione SW integrata per supportare tutte le esigenze di un organizzazione : processi, architetture, progetti e servizi in un unica suite 22

23 Q&A Rome Area Manager at igroup Innovative Group ( Owner Rome Chapter of itsmf-italia IT Service Manager, ITIL Expert, P3O Practitioner, PRINCE2 Practitioner, TOGAF9 Certified, Lean IT Certified APMG accredited trainer for ITIL courses (all levels) e Lean IT 23