Cisco Systems Case Study: The Architecture Review Process Improving the IT Portfolio
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Transcript of Cisco Systems Case Study: The Architecture Review Process Improving the IT Portfolio
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1© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Cisco Systems Case Study: Architecture Review Process— Improving the IT Portfolio
Susan Bouchard
Enterprise Architecture Standards and Governance
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2© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Agenda
• Cisco Culture and History
• Managing the IT Investment Portfolio
• Architecture Review Process
• Architecture Review Process Improvement
• Improving the IT Portfolio
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3© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Cisco Culture and History
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4© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
The Other Guys
Largest U.S. Foodservice Distributor
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5© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Cisco Systems: Worldwide Leader in Networking for the Internet
Cisco Products Power the Internet
Cisco Runs Its Business
on the Internet
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6© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Cisco at Work—Corporate Culture
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7© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
History of Cisco Systems
19981984 1986 1990 1994 2002 2003 2004
Started at Stanford
IPO; 192 Employees
End-to-End Solutions Provider
Cisco Routers Power the Internet; LAN/WAN Switching, Remote Access
#1 Communications Equipment Supplier
Shipped First Router
$18.9 Billion Revenue; 34,000 Employees; IP Telephony, Security, Wireless, Networked Home
Cisco’s20th Anniversary
New Cisco CRS-1 Carrier Routing System
$22 Billion Revenue
2005
37,000 Employees; 120 Locations Worldwide
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8© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Managing the IT Investment Portfolio
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9© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Portfolio Management
Portfolio Management is the Process and Methodology for Controlling and Optimizing IT Investments to Reduce Duplication, Increase Productivity, and Deliver Value to the Business
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10© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Managing the IT Investment Portfolio
Strategy Formulation
Environmental Monitoring
Value Management
Implementation Management
Architecture Planning Infrastructure
Planning
Gap Analysis
Risk Management
Project Resourcing
Project Monitoring
Migration Planning
Enterprise Strategy and Planning
Integrate Business and IT Strategy
and Planning
Implement Enterprise Transformation through Key Programs/Projects
Provide the Technology Roadmap
for the Enterprise
Technology Assessment
Investment PortfolioEnterprise
Program Management
Enterprise Architecture
Through Key Integrated Processes Focused on Creating Business Value
Adapted from Paras, G. & Buchanan, R. Chair Address: Enterprise Architecture is Growing Up. In Proc. Enterprise Architectures Conference (Phoenix, AZ Nov 2003), 11.
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11© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Enterprise Strategy and Planning
Business and IT Strategy
Undertaken to Accomplish
Goal(s)
3–5 Year GoalsCisco Strategy FY’06 Initiatives
A Series ofPlans and Initiatives
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12© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Enterprise Program Management3–5 Year GoalsCisco Strategy FY ’06 Initiatives
Resource AllocationResource Allocation
Cost and Risk Control
Cost and Risk Control
Program and Project Alignment
Program and Project Alignment
Holistic Program and Project CoordinationHolistic Program and Project Coordination
Process Management
Process Management
Value Management
Value Management
Human Resource Management
Human Resource Management
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13© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Enterprise Architecture
• Process to transform
Current state into future state
• Drive alignment
Business and technical architecture
• Increase agility
Flexibility to meet business requirements
Threat OpportunityNew
Requirement
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14© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Four Focus Areas for Enterprise Architecture
Transforming the
Business
Standards and Governance
Enterprise Alignment
Cross-Process Integration
Data and Information
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15© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Architecture Review Process
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16© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Architecture Review Process
Architecture Review Process is the Process and Methodology for Evaluating and Improving IT Investments to Reduce Duplication, Increase Productivity, and Deliver Value to the Business, Day-to-Day as Projects Move Through the Lifecycle
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17© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
ARP Website
Functional Processes
Architecture Review Process
ID and Assess
Analysis Design Build Implement SDLC/ PLC
Stages:
ConceptCommit
ExecuteCommit
DesignReview
ReadinessReview
Post ProjectAssessment
Customer AdvocacySales
Manufacturing
= Architecture Team Engagement with Project Team
2003
2004
-200
5
SDLC/PLC = Software Development/Project Lifecycle
ID and Assess
Analysis Design Build Implement SDLC/ PLC
Stages:
ConceptCommit
ExecuteCommit
DesignReview
ReadinessReview
Post ProjectAssessment
ReviewSteps:
BusinessEngagement
Invitation
PATEngagement
Invitation
1. PATEngagement
2. PATPre-EC
Review(s)3. PAT
ArchitectureReview
4. PATDesignReview
5. PATBuild
Review6. PAT
Pre-ReadinessReview
7. PAT Post-Implementation
Review
Iterate Steps, as RequiredRecommended Step
Enterprise Process
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18© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Partner Architecture Team (PAT) Organization
Infr
astr
uct
ure
Glo
bal
Sh
ared
Ser
vice
s a
nd
Ru
nn
ing
IT
En
terp
rise
Arc
hit
ectu
re
En
terp
rise
Dat
a M
gm
t
OracleCustomerAdvocacy
Issue to Resolution
CustomerSupport
ManufacturingForecast toDelivery Supply Chain
SiebelSales
MarketingChannels
Market toSell
Customer &Partner Data
Customer Service/Finance
ERPOracle
Quote to Cash
B2BCustomer Txn
AgileChief
Development Office
Idea toOffering Quality
PeopleSoftHumanResources
Hire toRetire
Employee ServicesCisco University
L1 Process Function Arch Lead Release Mgmt
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19© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Partner Architecture Team (PAT) Engagement
Self-Service Review (eReview)
Team or Cross-FunctionalReview
Review Type Engagement Outcome
Self-Service Review (SSR)
Low-Touch Project Team will use automated eReview tool to obtain architecture assessment/recommendation report
Team Review (TR) Medium-Touch PAT will work with Project Team, providing technical expertise throughout project lifecycle
Cross-Functional Review (XFR)
High-Touch PAT members from affected functional areas will work with Project Team, providing technical expertise throughout project lifecycle
PAT Members
Engagement Q&A
Determine Review Typeand Level of Involvement
Project Manager
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20© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Required for ARP Adoption
• Partners
Partner Architecture Teams (PATs) and Project Managers (PMs)
• Patterns
Standards, Best Practices and Target Architecture
• Portfolio
Projects for Review
• Plan
Schedule of Reviews
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21© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Measure ARP Impact
• Engaged before Execute Commit
• Review documented
• Standard leveraged or reused
• Redundancy eliminated
• Recommendation followed
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22© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Adoption Challenges
• Resource commitment and early engagement
• Review documentation quality
• Constant evolution of technology standards
• Support to mature process and measure impact
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23© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Architecture Review Process Improvement
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24© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Problem Statement
• Redundant engagements/questions take time
• Answers are not readily available for shared access
• Architecture decisions are not well-documented
• Engagements often occur too late in PLC for effect
• This problem impacts PMs, PATs, EA and the Business
PMs Answer Many Architecture-Related Questions to Obtain Resources and Pass Project Lifecycle (PLC) Gates
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25© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
EA Action Plan
• Identify key ARP steps and improvement goals
• Improve architecture documentation
• Provide value case for adoption
• Identify and gather alignment metrics
ARP Adoption
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26© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Key ARP Steps and Improvement Goals
• PlanningAlign engagement activities and engage early
Reduce touch points for the project team
• DevelopmentRecord architecture history in a common format
Gather standards compliance metrics
• OperationAudit to confirm recommendations followed
Gather lessons learned to improve quality
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27© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Improve Architecture Documentation
B Are the business requirements for your project still pending analysis?
A Will your project use a third-party vendor solution?
D Will your solution require a new database, DB schema, or significant DBA work?
I Will your project depend on any new or non-standard Infrastructure environment?
Plan Portfolio and CreateRoadmap
DevelopStrategy
Planning Development
End of Life
Operation
Project Profile ? ? ?B Will your project's User Interface be
non-standard compared to CEC/CCO standards?
A Does the presentation layer need a plug-in to function?
D Does your project require direct access to data?
I Did this project require an InfoSec audit?
B Have the Business processes been documented?
A Are you meeting the Service Level Agreement (SLA) for the application?
D Was the database sizing estimated correctly?
I Did this project follow all the recommended technology standards?
Project Profile Enables Architecture-Related Information about the Project to be Assessed Throughout the PLC and Beyond
Stage 1 ID and Assess
Stage 2Analysis
Stage 3Design
Stage 4Build
Stage 5Implement
Stage 6Support
and Maintain
ConceptCommit
ExecuteCommit
DesignReview
ReadinessReview
PostProject
Assessment
Architecture Domains: B = Business A = Application D = Data I = Infrastructure, InfoSec, or Integration
BusinessCommit
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28© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Value Case
• Eliminates redundant questions
Saves PM time
• Provides ready access to answers
Saves PAT time
• Improves architecture documentation
Improves EA results
• Facilitates earlier engagement
Improves Business results
Project Profile Consolidates Questions/Answers
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29© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Alignment Metrics
Architecture Alignment Lever Planned Measure
Alignment of Business and IT Architecture Roadmaps
% Projects Aligned to Business and IT Architecture Roadmaps
% Business Capabilities Realized in Target State
Adherence to Principles, Policies and Standards
% Projects Doing Architecture Reviews
% Projects Leveraging Standards
Data Management # and Size of Transaction Databases
% Projects Using Single-Source-of-Truth (SSOT) Data
Reuse of Business and IT Services
# Reusable Business and IT Services Created
# Reusable Business and IT Services Consumed
Business Agility Time to Implement Business Capability
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30© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Improving the IT Portfolio
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31© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Impact of ARP on IT Portfolio
• PATs halt projects having no business owner
• PAT expertise helps speed and improve delivery
• Team proficiency increases by working with experts
• Teams aware of and leverage more standards
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32© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Next Steps
• Establish PAT Community of Practice
• Consolidate/publish Standards and Best Practices
• Continue to drive ARP Adoption
• Collect and report Architecture Alignment Metrics
• Communicate and acknowledge good behavior
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33© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential
Q and A
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34© 2005 Cisco Systems, Inc. All rights reserved.Session NumberPresentation_ID Cisco Confidential