BTVASS - Unit2

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Business Transformation:

Phase 4
Technology Module
Business Transformation Workshop

Copyright ©2011 and Distribution Rights Held by Global


Knowledge Training LLC

This courseware may contain trademarks, copyrights and other


intellectual property rights of third parties, including Cisco Systems,
Inc. and Microsoft Corporation, and all such rights are proprietary
to their respective owners.

© 2011 Global Knowledge Training LLC. All rights reserved.


Business Transformation:
An Architectural Approach

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Unit 2: Enterprise Architecture

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Unit 2 Opener

 Chat: Please answer this


question using Chat to all
participants:
 What are some of the
customer challenges you
have seen that are a result
of unplanned architectures?

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Unit Objectives

After completing this unit, you will be able to:


1. Describe how Cisco‘s approach to enterprise architecture
design complements TOGAF
2. Map Cisco’s architecture approach to TOGAF ADM
3. Identify Cisco’s business architecture building blocks
4. Map SONA to TOGAF TRM
5. Explain the differences between SONA and TOGAF TRM

ADM: architecture development method


TRM: technical reference model
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Unit 2 Agenda

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TOGAF Refresher

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Discussion: 2C Review Question

 What is TOGAF?

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TOGAF Defined

Definition and purpose


 The Open Group Architecture Framework
 Industry standard
 Vendor and technology neutral
 Provides standard, reusable building blocks; reference
models; and proven processes for creating architectures

History
 Developed and continuously evolved since the 1990s by
representatives from leading IT customer and vendor
organizations
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TOGAF Version 9 Components

ADM (Architecture Architecture Content


Development Method) Framework

Reference Models Architecture Capability


• TRM (Technical Reference Framework
Model)
• IIIRM (The Integrated
Information Infrastructure
Reference Model)

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Focus Components of TOGAF Version 9

ADM (Architecture Architecture Content


Development Method) Framework

Reference Models Architecture Capability


• TRM (Technical Reference Framework
Model)
• IIIRM (The Integrated
Information Infrastructure
Reference Model)

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Review: TOGAF Architecture Development
Method
A.
Preliminary Architecture
H. vision
Architecture B. Business
change architecture
management

G. C.
Implemen- Requirements Information
tation management systems
governance architectures

F. D.
Migration Technology
planning architecture
E.
Opportunities
& solutions
TOGAF: The Open Group Architecture Framework

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What Is an Architectural Domain?

 Different subsets of an
overall enterprise
architecture
 Structuring criterion for a
Business
collection of architecture architecture
domain
products
Solution
architecture
• Data architecture domain
• Application architecture
Systems Technology
architecture architecture
domain domain

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Systems and Technology Architecture
Domains
 Logical design focus  Logical and physical design
 Application and data designed focus
to meet target state business  Technology designed to meet
capabilities service quality needs
 Functional business  Nonfunctional business
requirements requirements

Systems Technology
architecture architecture
domain domain

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TOGAF Technical Reference Model

Applications  Lists detailed capabilities

Application
required in the
platform communications and
interface
application platform
Application layers to support generic
platform
applications
Communications  Categorized by service
infrastructure
interface
groups
 Tied to an associated set
Communications of qualities
infrastructure
Diversity

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TOGAF TRM Reference Model for Development
of a Technology Architecture
Applications

Application
platform
interface

Application
platform

Communications Application Platform


infrastructure
interface
Services

Communications
infrastructure
Diversity

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Systems Architecture Influences the Technology
Architecture
Applications

Application
Systems
platform architecture
interface domain

Application
platform

Communications
infrastructure
interface

Communications
infrastructure
Diversity

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Cisco’s Approach
to Enterprise Architecture

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Cisco’s Top-Down Approach to Architecture

Architect Operational Excellence

Business outcome

What capabilities
Capabilities
are required?

What network services Core Common


can be leveraged? Services

Products or
What technologies are available?
solutions

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Cisco Architectural Approach: Network Driven

 Core Common Services


 What network services can be leveraged?
 Expand Core Common Services by thinking in terms of:
 Application (computing) platform level of TRM
 Enabling services exposed on a computing platform
 Data interchange, location and directory, operating system, and so
forth
 Communications (network) infrastructure level of TRM
 Enabling services exposed by a network
 Distributed data or files, distributed name, security, network
management, and so forth

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Cisco and TOGAF

 Cisco enables organizations to quickly adopt


technologies that:
 Conform to TOGAF reference models
 Provide enhanced enterprise qualities
 Support the TOGAF development methodology
 Supports TOGAF through a set of building blocks

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Discussion: Review Question

 What is a building block?

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Building Block Defined

 A component of business, IT, or architectural capability that


can be combined with other building blocks to deliver
architectures and solutions
 Cisco’s building blocks:
 PINs (Places in the Networks)
 CVDs (Cisco Validated Designs)

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Building Block: Cisco PIN

 Places in the network


 Specific solutions
designed to address
common geographical
requirements
 Set of infrastructure
building blocks that have
been configured for
specific requirements

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Layers in the Hierarchical Model

Access
Local and remote
workgroup access

Distribution
Policy-based
connectivity

Core
High-speed switching

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Cisco Enterprise Architecture

Enterprise Campus Enterprise Edge WAN and Enterprise


Internet Branch
Building Access
E-Commerce
ISP A

Building Distribution Internet


Connectivity ISP B

Enterprise
Campus Core Branch

WAN and MAN


Site-to-Site VPN
Frame
Relay/
ATM/
Building Access MAN/… Enterprise
Remote Access Teleworker
and VPN
Network PSTN
Management

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Building Block: CVD

 Cisco validated designs


 Systems and solutions
that are developed,
tested, and documented
to facilitate faster, more
reliable, and more
predictable deployments
 Includes SBAs (smart
business architectures)

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TOGAF ADM and Cisco

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TOGAF ADM and Cisco

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TOGAF TRM and SONA

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Mapping TOGAF TRM to Cisco SONA

Application
Layer
Applications

Software as
Commercial Composite Internally
a Service
Applications Apps/SOA Developed
(SaaS)
Platform
Layer
Core Common Services

Application Real Time


Management
Delivery Communication

Mobility Security Transport Virtualization


Infrastructure
Layer
Physical Infrastructure

TOGAF TRM Cisco SONA

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Mapping TRM to SONA

TRM Category TRM Services Required SONA Services


Data Interchange • Raw graphics interface • Real-time communications
Services • Video processing • Compression
• Audio processing • Content Distribution
• Multimedia processing • Caching
• Media synchronization

Location and Directory • Directory Services • Transport (routing and infrastructure)


• Special-Purpose Naming services • Directory
• Service Location services
• Registration Services
• Filtering Services
Network Services • Data communications • Real-time communications
• Electronic mail services • Application delivery
• Distributed data services • Security
• Distributed File Services • Transport
• Distributed name services • Communication infrastructure
• Distributed time services
• Remote Process (access) services
• Remote print spooling and output
distribution services
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Mapping TRM to SONA (cont.)

TRM Category TRM Services Required SONA Services


Security Services • Identification and authentication services • Cisco Security exposed and transparent
• Audit services services:
• Access control services – Authentication
• Security management services – Authorization
• Encryption services – Policy
• Trusted communication services – Device identity management
– Endpoint protection
– Virus protection
– Data-loss protection
– Intrusion and anomaly detection
– Filtering
– Encryption

Management Services • Configuration management services • Cisco SONA Management and Security
• Performance management services Services:
• Availability and fault management – Provisioning
services – Configuration
• Security management services
• Capacity management services

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FinCo: The Next Chapter

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FinCo Business Model Canvas

KeyPartner
Partners Key Activities Value Client
Customer Client Segments
Customer
Network Proposition Relationships Segments

Key Resources Channels

Onsite at customer
premises or FinCo
offices, available via
internet, phone, and
e-mail channels

Cost Structure Revenue Streams


People, property leases, subscription services, Revenue is generated through billable hours
marketing and sales, associated with audit and tax planning services. It is
systems and equipment costs, travel and lodging also generated on a “per deal” basis by the mergers
and acquisition service.

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FinCo Business Model Canvas

KeyPartner
Partners Key Activities Value Client
Customer Client Segments
Customer
Network Proposition Relationships Segments
Accounting and
auditing, tax
planning and
advisory
services, M&A
deal planning

Key Resources Channels

Onsite at customer
premises or FinCo
offices, available via
internet, phone, and
e-mail channels

Cost Structure Revenue Streams


People, property leases, subscription services, Revenue is generated through billable hours
marketing and sales, associated with audit and tax planning services. It is
systems and equipment costs, travel and lodging also generated on a “per deal” basis by the mergers
and acquisition service.

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FinCo: Business Environment

Customers

FinCo

Competitors Suppliers

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FinCo: Organizational Structure

Stuart Wise,
CEO

Pierre Maurizio
Marcus
Philip Harris, Eleanor Jones, Gerald Bowen, Charbonneau, Fiorelli,
Williams,
CIO CHRO COO EVP Sales and Chief Legal and
CFO
Marketing Compliance

Jonathon Elizabeth Enns, Patrick LeDuc, Charles Talbott,


Whyte, SVP Audit SVP, Tax SVP, Financial
Mgr IT Services Services Services

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FinCo: Location Analysis

Stockholm

Amsterdam
Berlin
London Warsaw

Paris

Madrid Bern Rome

Athens

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FinCo: Branch Structure

Branch
Manager

Administrative
Assistant

Financial
Tax Specialists Audit Specialists Services
Specialists

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FinCo: IT Structure

IT Admin

Networking Applications Operations


Service Group
Group Group Group

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Discussion: FinCo Business Problems

 What are some of FinCo’s business challenges?

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FinCo: Business Challenges

Expert knowledge Morale


from Paris not being low and turnover
leveraged effectively high

Staff unaware of
expertise in other Travel costs escalating
locations

IT network slow and


Corporate cultural
unable
differences a barrier
to grow

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Discussion: Stakeholder Business Priorities

Stuart Weiss, Marcus Phillip Harris,


CEO Williams, CFO CIO

Eleanor
Jones, CHRO

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Discussion: Stakeholder Business Priorities
• Ensure FinCo’s growth • Effectively leverage the •Complete integration of
strategy continues to deliver specialized M&A expertise incompatible or redundant
expected financial results across the FinCo workforce business systems
• Maintain competitive • Maintaining control of travel • Improve ability of technology
advantage costs infrastructure and network to
scale for business growth
• Retain key talent and
maximize their productivity

Stuart Weiss, Marcus Phillip Harris,


CEO Williams, CFO CIO

• Slow and reverse current


trend in employee turnover
• Create a common corporate
culture with a sustainable
work-life balance
• Improve employee
engagement /productivity

Eleanor
Jones, CHRO

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FinCo Business Capability Assessment
Target State
Baseline Performance Baseline Target State
Business Capability Performance and
and Measure Implementation Implementation
Measure
Expertise location , Six hours of staff effort Staff profiles on intranet, Improve efficiency. Internal directory Cisco
matching, and access on average to locate e-mails about new staff. Locate available domain presence, web
available domain Conference calls and e- expert within one hour. conferencing, and
expertise. Actual mail. Increase productivity by desktop video
elapsed time varies. 10%. conferencing that
enables interoffice
relationships and quick
response to needs.
Knowledge management No metrics. Knowledge Sharing of information Increase knowledge Staff to utilize
assets cannot be and content is primarily asset reuse by 20% per collaborative
managed. Minimal via e-mail and annum. workspaces, knowledge
reuse due to content attachments. repositories, and best
stored in e-mails. practice process
standards.
Remote decision making Time from identification Conference call or face- Reduce average time to TelePresence simulates
of a complex issue to to- face communication. agree on a resolution of face-to-face
reaching an agreement Complex communication complex issues to two communication that
takes a minimum of one and decisions require days. facilitates complex
to three weeks. face-to-face interaction conversations and
with partners and decisions.
customers.

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Unconstrained Collaborative Solution

Applications Layer
Web Based
Immersive Video IP Telephony
Conferencing

Services Layer
Call Manager

Management Layer
Routers Switches

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Constraints Analysis

Business and Technical Impact on


Nature of Impact Mitigation Options
Constraints Solution
Investment in collaborative Yes Introduces a constraint in the form of a Need to determine integration options for the
messaging solutions already collaborative messaging application that may collaborative messaging application, including a
made by FDL need to be integrated into the target solution scenario that looks at “take out.”
architecture.
Limited availability of staff Yes Potential limit to the effectiveness of the design Work with CHRO to generate options that ensure
process and the iterative validation approach. adequate staff availability to the design process.
Limited access to new No May limit the scope and timing of the business Introduce capital funding options available
capital transformation. New business capabilities may be through Cisco (Cisco Finance).
deployed more gradually as funding comes
available.
Increased operating No May limit the scope and timing of the business Use business case to demonstrate how operating
expenses transformation. New business capabilities may be expenses can be decreased and the resulting
deployed more gradually as funding comes savings applied to the proposed solution
available. architecture.
Degraded network Yes Poor network performance will not provide the Ensure the business case includes the necessary
performance quality of service necessary for collaborative network infrastructure upgrades necessary to
applications support the collaborative applications proposed.
Decreased capacity to Yes If internal FinCo resources cannot be leveraged to Explore alternatives for increasing internal
deploy and support new support the deployment, then additional deployment capacity, acquiring incremental
applications resources will need to be acquired and that will capacity for deployment purposes, and ensuring
increase the solution price. adequate support capacity post-implementation.

© 2011 Global Knowledge Training LLC. All rights reserved.


Constraints Analysis

Business and Technical Impact on


Nature of Impact Mitigation Options
Constraints Solution
Investment in collaborative Yes Introduces a constraint in the form of a Need to determine integration options for the
messaging solutions already collaborative messaging application that may collaborative messaging application, including a
made by FDL need to be integrated into the target solution scenario that looks at “take out.”
architecture.
Limited availability of staff Yes Potential limit to the effectiveness of the design Work with CHRO to generate options that ensure
process and the iterative validation approach. adequate staff availability to the design process.
Limited access to new No May limit the scope and timing of the business Introduce capital funding options available
capital transformation. New business capabilities may be through Cisco (Cisco Finance).
deployed more gradually as funding comes
available.
Increasing operating No May limit the scope and timing of the business Use business case to demonstrate how operating
expenses transformation. New business capabilities may be expenses can be decreased and the resulting
deployed more gradually as funding comes savings applied to the proposed solution
available. architecture.
Degraded network Yes Poor network performance will not provide the Ensure the business case includes the necessary
performance quality of service necessary for collaborative network infrastructure upgrades necessary to
applications support the collaborative applications proposed.
Decreased capacity to Yes If internal FinCo resources cannot be leveraged to Explore alternatives for increasing internal
deploy and support new support the deployment, then additional deployment capacity, acquiring incremental
applications resources will need to be acquired and that will capacity for deployment purposes, and ensuring
increase the solution price. adequate support capacity post-implementation.

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New Scope for FinCo Business Architecture

 Borderless Networks:
 FinCo has acknowledged the target state capabilities require
an upgrade of the network and are willing to discuss
borderless.
 Data Center
 Due to the acquisition of a US-based financial services firm, a
data center consolidation is required.

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What artifacts will be use with Finco?

 Business Context  Capability Based


Model Planning
 Value Chain  Strategic Alignment
Analysis Pathways
 Root Cause  Unconstrained
Analysis Tools Solution
 Business Scenario  Constraint
 Business Process Assessment
Model  Solution Value
 Gap Analysis Assessment

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Accomplishments and Completed Work

New vision and scope have been agreed to by senior


management
New capability assessment completed
Full business analysis completed
Unconstrained solution developed
Constraint analysis performed
Benefits rationale analysis updated

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Conclusion

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Review

Q&A
What questions do you have?

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Learning Check

1. Which of the following are the Cisco enterprise


architecture building blocks?
a. Cisco Validated Designs
b. Technical Reference Model
c. Architecture Development Method
d. Places in the Network

© 2011 Global Knowledge Training LLC. All rights reserved.


Learning Check

1. Which of the following are the Cisco enterprise


architecture building blocks?
a. Cisco Validated Designs
b. Technical Reference Model
c. Architecture Development Method
d. Places in the Network

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Learning Check

2. Which of the following is not an architectural domain?


a. Business Architecture
b. Systems Architecture
c. Technology Architecture
d. Network Architecture

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Learning Check

2. Which of the following is not an architectural domain?


a. Business Architecture
b. Systems Architecture
c. Technology Architecture
d. Network Architecture

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Learning Check

3. The three layers of TOGAF TRM are:


a. Applications
b. Operations Systems Services
c. Application Platform
d. Communications Infrastructure
e. Management Services

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Learning Check

3. The three layers of TOGAF TRM are:


a. Applications
b. Operations Systems Services
c. Application Platform
d. Communications Infrastructure
e. Management Services

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What’s Next?

Virtualization and Data Center


Unit 1: Introduction
Intersession Assignment

Unit 5: The Business Relevancy of


Unit 2: Cisco Enterprise Architecture
Virtualization and Data Center

Borderless Networks Unit 6: Enabling the Technical


Intersession Assignment Architect

Unit 3: The Business Relevancy of Unit 7: Preparing to Gain


Borderless Networks Commitment

Collaboration Unit 8: Team Business Case


Intersession Assignment Presentations

Unit 4:The Business Relevancy of


Unit 9: Conclusion
Collaboration

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Intersession Assignment

 Access the portal and complete the intersession assignment


for Borderless Networks at box.com
 U – blackberrygk@gmail.com
 P – get content
 Review your FinCo case study

To resolve access issues, e-mail:


BATransformation@globalknowledge.net

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Thank you for participating in Unit 2.

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