WRAF 2005 Disney Architecture Council Page 1

The Walt Disney CompanyThe Walt Disney Company Enterprise Architecture OverviewEnterprise Architecture Overview

Steven P. Davis, VP IT, Walt Disney Studiossteve.davis@disney.com

WRAF 2005 Disney Architecture Council Page 2

What is What is ““The Walt Disney CompanyThe Walt Disney Company””

Media Group

Domestic&

InternationalFilm Distribution

Home VideoMusic Group

Miramax

LicensingSoft/Hard Goods

Disney Stores

Walt Disney WorldDisneyland ResortDisneyland Paris

JapanHong Kong

Revenue Business Segments

Media GroupMedia Group

WRAF 2005 Disney Architecture Council Page 3

StrategicPlanning Finance International Segments

Architecture Council

Technical AdvisoryTeams

Policy & StandardsAdvisory Teams

Company-wideProject Teams

Form and disband as required

Messaging Collaboration & Directory ServicesGlobal Help Desk

PDA’sVTC

Web InfrastructureSoftware ToolsDesktop Standards

Business AlignmentCouncil & PMO

Shared services, e.g., Messaging, Help Desk, File

& Print

Corporate Wide Applications

IS/IT GovernanceIS/IT Governance StructureStructure

PDA’s

Corp I.S Initiatives

LoB IT Leaders/Stakeholders

CIO Board

Corp I.S. Leadership Team

I.S. Executive Team Participants

SegmentCIOs

ChairpersonSegment Reps

Strategic SourcingOthers, e.g., New Technology

Virtual CTOWider Executive IT

Leadership

Annual Rotation

CIO Direct Reports

Strat Planning, Legal

CIO - TWDC

WRAF 2005 Disney Architecture Council Page 4

Enterprise ArchitectureEnterprise Architecture

The Mission To guide the transformation of the company’s IT organization so that it can quickly and effectively respond to opportunities andemerging threats, gain a strategic advantage over competitors, and improve profitability by increasing revenue and decreasing operating costs.

WRAF 2005 Disney Architecture Council Page 5

Importance of ArchitectureImportance of Architecture

The Winchester “Mystery House”• 160 Rooms • 47 Fireplaces• 6 Kitchens • 10,000 Windows• Gas Lights • Intercoms• 65 Doors to Blank Walls• 13 Staircases Abandoned• 24 Skylights in FloorsBuilders = 147 Architects = 0

$5.5 Million Total Cost Over 38 YearsVision of a state-of-the-art abode… …built without a “blueprint”…Winchester House Workforce, 1884…yields inhospitable resultsAdapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS

WRAF 2005 Disney Architecture Council Page 6

Importance of ArchitectureImportance of Architecture

The Winchester “Mystery House”• 160 Rooms • 47 Fireplaces• 6 Kitchens • 10,000 Windows• Gas Lights • Intercoms• 65 Doors to Blank Walls• 13 Staircases Abandoned• 24 Skylights in FloorsBuilders = 147 Architects = 0

$5.5 Million Total Cost Over 38 YearsVision of a state-of-the-art abode… …built without a “blueprint”…Winchester House Workforce, 1884…yields inhospitable results

Everyone wasEveryone was

Well Intentioned!Well Intentioned!

Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS

WRAF 2005 Disney Architecture Council Page 7

Importance of ArchitectureImportance of Architecture

The Winchester “Mystery House”• 160 Rooms • 47 Fireplaces• 6 Kitchens • 10,000 Windows• Gas Lights • Intercoms• 65 Doors to Blank Walls• 13 Staircases Abandoned• 24 Skylights in FloorsBuilders = 147 Architects = 0

$5.5 Million Total Cost Over 38 YearsVision of a state-of-the-art abode… …built without a “blueprint”…Winchester House Workforce, 1884…yields inhospitable results

Architecture can enable the Architecture can enable the business and promote continued business and promote continued

growthgrowth……

Heroics are not sustainable!Heroics are not sustainable!

Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS

WRAF 2005 Disney Architecture Council Page 8

Enterprise Architecture OverviewEnterprise Architecture Overview

Example for The Walt Disney Studios

Many modern systems not designed with the Internet in mindNew future business models to enable, e.g., expansion of self service, digital mediaNeed to drive down operational costs to protect against revenue erosion

WRAF 2005 Disney Architecture Council Page 9

Business Value Business Value –– Architectural StrategyArchitectural Strategy A Case StudyA Case Study

Many systems key to the Studio business are currently used by a small number of individuals who actually act as “human proxies” between these systems and organizations they “serve”

Theater Operators

“Hold” or “Final”Placed via Fax, Phone, or E-Mail

Sales Manager(human proxy)

Core BusinessSystem

(ShowBiz)

WRAF 2005 Disney Architecture Council Page 10

Business Value Business Value –– Architectural StrategyArchitectural Strategy A Case StudyA Case Study

Theater Operators

“Hold” or “Final”Placed via Fax, Phone, or E-Mailor Web Browser,or other interface

(assume almost any UI)Document-based, agile, flexible

Services-basedLayer

Core BusinessSystems

(ShowBiz++)

Inside &OUTSIDE

Why not this?(services-based architecture/layer)

Coa

rse-

Gra

ined

In/o

ut

Fine-G

rained

In/out

AdditionalSystems / Services

WRAF 2005 Disney Architecture Council Page 11

Business Value Business Value –– Architectural StrategyArchitectural Strategy A Case StudyA Case Study

AMC

First, theatre operators to BVPD

Regal Loews Famous Others

Self service, value add, labor reductionDisney

WRAF 2005 Disney Architecture Council Page 12

Business Value Business Value –– Architectural StrategyArchitectural Strategy A Case StudyA Case Study

AMC

Theatre Operators to More Distributors

Regal Loews Famous Others…

More work, too hard, lost value

Disney Warner Bros Universal Sony Others…

WRAF 2005 Disney Architecture Council Page 13

Business Value Business Value –– Architectural StrategyArchitectural Strategy A Case StudyA Case Study

Aggregated 3rd Party Site

Disney

AMC Regal Loews Famous Others

Warner Bros Universal Sony

theatrical-distribution.com ?

Build upon Federation PatternsBuild upon Federation Patterns

WRAF 2005 Disney Architecture Council Page 14

Business Value Business Value –– Architectural StrategyArchitectural Strategy A Case StudyA Case Study

Coarse-Grained Interfaces In/out

Fine-Grained Interfaces In/out

Core Business Systems

Services Based Layer

Focus awayfrom UI

Documents Orchestration Process WorkflowFocus for new

investment

Cross segmentCross business unit

External partnersFocus on

self serviceanywhere

Think 3rd Party Sites! Think beyond the Browser!

Catalogs/Cache

PDA/Telephone PDA/Telephone and Other and Other Emerging Emerging DevicesDevices

WRAF 2005 Disney Architecture Council Page 15

Business Value Business Value –– Architectural StrategyArchitectural Strategy

Guiding Architectural Principles Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable.Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self serviceEncourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change)Prepare for adoption of standard documents for orchestration with business and external trading partnersConsider “end game” of presentation layer – support but not ownMove toward Common User Interface Standards both within Disney and across industries

WRAF 2005 Disney Architecture Council Page 16

Business Value Business Value –– Architectural StrategyArchitectural Strategy

Guiding Architectural Principles Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable.Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self serviceEncourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change)Prepare for adoption of standard documents for orchestration with business and external trading partnersConsider “end game” of presentation layer – support but not ownMove toward Common User Interface Standards both within Disney and across industries

Ability to “make right”

the results of a transaction

without intervention

WRAF 2005 Disney Architecture Council Page 17

Business Value Business Value –– Architectural StrategyArchitectural Strategy

Guiding Architectural Principles Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable.Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self serviceEncourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change)Prepare for adoption of standard documents for orchestration with business and external trading partnersConsider “end game” of presentation layer – support but not ownMove toward Common User Interface Standards both within Disney and across industries

WRAF 2005 Disney Architecture Council Page 18

Business Value Business Value –– Architectural StrategyArchitectural Strategy

Guiding Architectural Principles Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable.Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self serviceEncourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change)Prepare for adoption of standard documents for orchestration with business and external trading partnersConsider “end game” of presentation layer – support but not ownMove toward Common User Interface Standards both within Disney and across industries

The Coordination of

long running transactions

spanning days, weeks, months.

WRAF 2005 Disney Architecture Council Page 19

Business Value Business Value –– Architectural StrategyArchitectural Strategy

Guiding Organizational Principles Organize IT teams along activity, i.e., Core Business Systems, Services, Orchestration and Presentation.Maintains current Core Business Systems teams, focus them on providing fine grained services, i.e., transactional and liberation of application functionality.Create new Services Layer infrastructure team as new organization with focus on documents, catalogs, process, workflow, caching; breakdown by (Enterprise – Segment - Business).Create new Orchestration Layer Team to focus on 3rd party aggregation, document standards, proxy activity reduction.Create new Presentation Layer Team (DEP and DIG) to focus on browser and other multi-channel deliveries, e.g., telephone, converging devices.

WRAF 2005 Disney Architecture Council Page 20

Business Value Business Value –– Architectural StrategyArchitectural Strategy

• Proxy based example: “Discovery” of desired information and services

Where can we get box

office infomration?

“Hi, I’m trying to track down box office info, can you help me?“I would give BVPD a call, they track domestic grosses.”“Thanks.”

I think they have that at the Studio?

“Hi, I’m trying to track down box office info, can you help me?“Yes, that’s handled by Marc Laffe, let me transfer you.”“Thanks.”

“Hi, Marc, we’re trying to get some box office data, can you help us out?“Yes, what exactly are you interested in?”“Domestic box office, but just the cume on a film by film basis.”“Yes, we have that, I’ll email you some example reports, let me know what works for you.””

Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies.

WRAF 2005 Disney Architecture Council Page 21

Business Value Business Value –– Architectural StrategyArchitectural Strategy

• Proxy based example: “Discovery” of desired information and services

Where can we get box

office infomration?

“Hi, I’m trying to track down box office info, can you help me?“I would give BVPD a call, they track domestic grosses.”“Thanks.”

I think they have that at the Studio?

“Hi, I’m trying to track down box office info, can you help me?“Yes, that’s handled by Marc Laffe, let me transfer you.”“Thanks.”

“Hi, Marc, we’re trying to get some box office data, can you help us out?“Yes, what exactly are you interested in?”“Domestic box office, but just the cume on a film by film basis.”“Yes, we have that, I’ll email you some example reports, let me know what works for you.””

Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies. Likely to require a custom electronic point to

point interface, agreement from business executives to share, large time investment…

WRAF 2005 Disney Architecture Council Page 22

Business Value Business Value –– Architectural StrategyArchitectural Strategy

• Proxy based example: “Discovery” of desired information and services

Where can we get box

office infomration?

“Hi, I’m trying to track down box office info, can you help me?“I would give BVPD a call, they track domestic grosses.”“Thanks.”

I think they have that at the Studio?

“Hi, I’m trying to track down box office info, can you help me?“Yes, that’s handled by Marc Laffe, let me transfer you.”“Thanks.”

“Hi, Marc, we’re trying to get some box office data, can you help us out?“Yes, what exactly are you interested in?”“Domestic box office, but just the cume on a film by film basis.”“Yes, we have that, I’ll email you some example reports, let me know what works for you.””

Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies. …scenario is potentially occurring thousands

of times and continuing to repeat itself ad infinitum…

WRAF 2005 Disney Architecture Council Page 23

Business Value Business Value –– Architectural StrategyArchitectural Strategy

• Proxy based example: “Discovery” of desired information and services

Where can we get box

office infomration?

Disney Search

I think they have that at the Studio?

BVPD Domestic Box Office Services

National Box Office CumulativesDaily Box Office Estimate

And so on…

Alternative is to leverage search from the Portal and discover existing available services.

User discovers resource through searching and drill down.

This is value add of services based layer, liberating trapped functionality of core business systems.

Domestic Box Office

Search Now

Studio Information ServicesBVPD Domestic Box Office Services

Search results….

WRAF 2005 Disney Architecture Council Page 24

Business Value Business Value –– Architectural StrategyArchitectural Strategy Reduction of Proxy ActivityReduction of Proxy Activity

Coarse-Grained Interfaces In/out

Fine-Grained Interfaces In/out

Core Business Systems

Services Based Layer

Focus awayfrom UI

Documents Orchestration Process WorkflowFocus for new

investment

Cross segmentCross business unit

External partnersFocus on

self serviceanywhere

Think 3rd Party Sites! Think beyond the Browser!

Catalogs/Cache

PDA/Telephone PDA/Telephone and Other and Other Emerging Emerging DevicesDevices

This value proposition lives

here with the reduction of proxy

activity.

WRAF 2005 Disney Architecture Council Page 25

Business Value Business Value –– Architectural StrategyArchitectural Strategy Coarse Grained Interfaces GuidanceCoarse Grained Interfaces Guidance

Document holds state and metadata for user interface

List of Services Available

I’m interested in, please check one:

List of Services Available

I’m interested in, please check one:

Domestic Box OfficeInternational Box OfficeProduct RightsHome Video Sales

Sent to: Joe Somebody, authenticated

List of Services Available

I’m interested in, please check one:

List of Services Available

I’m interested in, please check one:

Domestic Box OfficeInternational Box OfficeProduct RightsHome Video Sales

Sent to: Joe Somebody, authenticated

XML updated presentation layer

Outbound DocumentInformation Services

Inbound DocumentInformation ServicesStateless

WRAF 2005 Disney Architecture Council Page 26

Business Value Business Value –– Architectural StrategyArchitectural Strategy Coarse Grained Interfaces GuidanceCoarse Grained Interfaces Guidance

Document holds state and metadata for user interface

<InformationServices><Item><Text>

Domestic Box Office</Text><Selected></Selected></Item><Item>

International Box Office</Item>

…

<InformationServices><Item><Text>

Domestic Box Office</Text><Selected></Selected></Item><Item>

International Box Office</Item>

…<User>

Joe Somebody</User>

<User>Joe Somebody

</User>

Outbound DocumentInformation Services

Inbound DocumentInformation ServicesStateless

<InformationServices><Item><Text>

Domestic Box Office</Text><Selected>Y</Selected></Item><Item>

International Box Office</Item>

…

List of Services Available

I’m interested in, please check one:

List of Services Available

I’m interested in, please check one:

Domestic Box OfficeInternational Box OfficeProduct RightsHome Video Sales

Sent to: Joe Somebody, authenticated

XML updated presentation layer

WRAF 2005 Disney Architecture Council Page 27

Business Value Business Value –– Architectural StrategyArchitectural Strategy Coarse Grained Interfaces GuidanceCoarse Grained Interfaces Guidance

Document holds state and metadata for user interface

<InformationServices><Item><Text>

Domestic Box Office</Text><Selected></Selected></Item><Item>

International Box Office</Item>

…

<InformationServices><Item><Text>

Domestic Box Office</Text><Selected></Selected></Item><Item>

International Box Office</Item>

…<User>

Joe Somebody</User>

<User>Joe Somebody

</User>

Outbound DocumentInformation Services

Inbound DocumentInformation ServicesStateless

<InformationServices><Item><Text>

Domestic Box Office</Text><Selected>Y</Selected></Item><Item>

International Box Office</Item>

…

List of Services Available

I’m interested in, please check one:

List of Services Available

I’m interested in, please check one:

Domestic Box OfficeInternational Box OfficeProduct RightsHome Video Sales

Sent to: Joe Somebody, authenticated

XML updated presentation layer

Enabler is Common User Interface

Standards…especially for 3rd party aggregation

WRAF 2005 Disney Architecture Council Page 28

Business Value Business Value –– Architectural StrategyArchitectural Strategy Document Architecture GuidanceDocument Architecture Guidance

Guidance for Document Based interfaces

Metadata should include valid lists (leverage XML schemas?):

<Sex><Value>Male</Value><ValidValues>

<Value>Male</Value><Value>Female</Value><Value>Unknown</Value>

</ValidValues>..

</Sex>

WRAF 2005 Disney Architecture Council Page 29

Business Value Business Value –– Architectural StrategyArchitectural Strategy Document Architecture Guidance Document Architecture Guidance

Guidance for Document Based interfaces

Metadata should include helpers:

<Customer><Value>xxxxx</Value><ValidValues>

<Helper>http://webservice.com/customerhelper</Helper></ValidValues>..

</Customer>

WRAF 2005 Disney Architecture Council Page 30

Business Value Business Value –– Architectural StrategyArchitectural Strategy Document Architecture Guidance Document Architecture Guidance

Guidance for Document Based interfaces

Metadata should include labels and simple validations (again leverage in XML schemas?):

<Sex><Value>Male</Value><Label>Sex</Label><Properties>

<Required>True</Required><ReadOnly>False</ReadOnly>..

</Properties>.

</Sex>

WRAF 2005 Disney Architecture Council Page 31

The Role of The ArchitectThe Role of The Architect

• Engaged at Project Discovery

• Ensures alignment to the Master Plan Strategies of Company, Segment, and Business Unit

• Owns technology choices and promotes compliance with Enterprise Architecture Framework

• Coordinates with other Architects both internally and externally

WRAF 2005 Disney Architecture Council Page 32

Segment/Business Unit Architecture Segment/Business Unit Architecture Project Review ProcessProject Review Process

ProjectDiscovery

Core?

OK toProceed

Aligned?

Review w/:TDF Owner, CIO,

Requestor, Architect

Review w/:CIO, Requestor, Architect

YES

ArchitectRole

Enterprise Archit. Framework

+Technology Decision

Frameworks

Strategic Business System

Architecture/Direction

Tactical ContextEnterprise-set

Strategic ContextSector/BU-set

YES

NO

NO

Variance ApprovedBased on Justification

Project aligned to reflectTDF standards and directions

Variance ApprovedBased on Justification

PAR revised to reflectStrategic systems directions

WRAF 2005 Disney Architecture Council Page 33

Segment/Business Unit Architecture Segment/Business Unit Architecture Project Review ProcessProject Review Process

ArchitectRole

ProjectDiscovery

Enterprise Archit. Framework

+Technology Decision

Frameworks

Strategic Business System

Architecture/Direction

Core?

Tactical ContextEnterprise-set

Strategic ContextSector/BU-set

OK toProceed

Aligned?

Review w/:TDF Owner, CIO,

Requestor, Architect

Review w/:CIO, Requestor, Architect

YES

YES

NO

NO

Variance ApprovedBased on Justification

Project aligned to reflectTDF standards and directions

Variance ApprovedBased on Justification

PAR revised to reflectStrategic systems directions

City“Master Plan”

Services & Strategy

City“Building Codes”

Functionality & Liability

The “Building Code” Metaphor

WRAF 2005 Disney Architecture Council Page 34

Enterprise ArchitectureEnterprise Architecture Institutional ApproachInstitutional Approach

Infrastructure

Application Portfolio

ARCHITECT & INTEGRATEsimplify, standardize, modularize, integrate

Business Processes

Suppliers Employees Customers

EXTEND & LINK

ERP CRMCollaboration Publishing…

Platforms InfrastructureManagementNetwork Core Services…

GOVERN & MANAGE IT INVESTMENTrationalize, leverage, maximize, aggregate

Enterprise Architecture is the Glue that holds Applications and Infrastructure to a common destiny

Enterprise Architecture cannot succeed without a governance structure to promote and fund the “common interest”

WRAF 2005 Disney Architecture Council Page 35

Enterprise Business Process Framework Enterprise Business Process Framework Application Portfolio Cross ReferenceApplication Portfolio Cross Reference

Create & manage

products, services,

media

Market products &

services

Sell products &

services

Manage supply

chain ops

Manage & support

cust.

Plan & manage

performanc e

Manage finances & accounting

Manage human

resources

Manage Information resources

Manage physical assets

Manage support services

Perform order

manageme nt

Develop sales plan &

quotas

Perform sales

Capture orders

Manage orders

Perform market

analysis

Develop marketing

plan

Implement marketing

plan

Acquire physical assets

Maintain physical assets

Dispose of physical assets

Perform research &

design

Prototype products

Create/manage product/

service /media information

Manage product/

service/medi a

lifecycle

Monitor external

environ-ment

Create & manage

business plan

Evaluate business results

Initiate & manage

improvement s

Establish & administer

HR policies & employee

dataManage

employee recruiting &

training

Manage compensatio n & benefits

Administer health, safety

& security programs

Create & manage

enterprise architecture

Create & manage

infrastructure & operations

Provide & manage software solutions

Provide user support & training

Provide legal services

Provide security &

safety

Perform admin.

functions

Perform project

management

Establish & manage

customer relationships

Manage customer

interface infra- structure

Provide information &

training

Manage customer inquiries

Manage service & support delivery

Process financial

trans-actions

Plan & manage budgets

Manage cash & liquidity

Analyze & report results

Plan

Source

Make

Deliver

Return

Manage 3rd party

obligations

Procure goods & services

Manage labor operations

Manage employee

communic- ations

Manage employee & community

relations

Perform risk management

Manage share-

holders

Plan & manage

taxes

Maintain facilities

operations

• Point of Sale• Online Sales• Merchandise

Licensing• Reservations• Ticketing• Credit Card

Processing• Contract Mgmt.

• BxB Marketing• Marketing

Automation• Campaign

Mgmt.

• Media Asset Mgmt.

• Broadcast/ Traffic

• News Room

• Customer Relationship Mgmt./ Call Center/ Customer Service

• Guest Data• Guest Claims

• Supply Chain Planning

• Warehouse Mgmt.

• Supply Chain Mgmt.

• Food & Beverage Supply Chain

• Catalog Order Mgmt.

• Advertising/ Billing Mgmt.

• Licensing Order Mgmt.

• Labor Forecasting, Scheduling, & Deployment

• TimeTracking and Compensation

• General HR• Recruiting

• Financial Transactions

• Budgeting

• Operational Data Store

• Forecasting & Planning

• Operational Reporting

• Costume Mgmt• Project Mgmt.• Legal• Risk Mgmt

• Asset Mgmt• Document Mgmt.

• Authentication• Reporting

Tools

Level 0 processes

Level 1 processes

Application examples

Back of HouseFront of House

WRAF 2005 Disney Architecture Council Page 36

Enterprise Business Process Framework Enterprise Business Process Framework Application Portfolio Cross ReferenceApplication Portfolio Cross Reference

Create & manage

products, services,

media

Market products &

services

Sell products &

services

Manage supply

chain ops

Manage & support

cust.

Plan & manage

performanc e

Manage finances & accounting

Manage human

resources

Manage Information resources

Manage physical assets

Manage support services

Perform order

manageme nt

Develop sales plan &

quotas

Perform sales

Capture orders

Manage orders

Perform market

analysis

Develop marketing

plan

Implement marketing

plan

Acquire physical assets

Maintain physical assets

Dispose of physical assets

Perform research &

design

Prototype products

Create/manage product/

service /media information

Manage product/

service/medi a

lifecycle

Monitor external

environ-ment

Create & manage

business plan

Evaluate business results

Initiate & manage

improvement s

Establish & administer

HR policies & employee

dataManage

employee recruiting &

training

Manage compensatio n & benefits

Administer health, safety

& security programs

Create & manage

enterprise architecture

Create & manage

infrastructure & operations

Provide & manage software solutions

Provide user support & training

Provide legal services

Provide security &

safety

Perform admin.

functions

Perform project

management

Establish & manage

customer relationships

Manage customer

interface infra- structure

Provide information &

training

Manage customer inquiries

Manage service & support delivery

Process financial

trans-actions

Plan & manage budgets

Manage cash & liquidity

Analyze & report results

Plan

Source

Make

Deliver

Return

Manage 3rd party

obligations

Procure goods & services

Manage labor operations

Manage employee

communic- ations

Manage employee & community

relations

Perform risk management

Manage share-

holders

Plan & manage

taxes

Maintain facilities

operations

• Point of Sale• Online Sales• Merchandise

Licensing• Reservations• Ticketing• Credit Card

Processing• Contract Mgmt.

• BxB Marketing• Marketing

Automation• Campaign

Mgmt.

• Media Asset Mgmt.

• Broadcast/ Traffic

• News Room

• Customer Relationship Mgmt./ Call Center/ Customer Service

• Guest Data• Guest Claims

• Supply Chain Planning

• Warehouse Mgmt.

• Supply Chain Mgmt.

• Food & Beverage Supply Chain

• Catalog Order Mgmt.

• Advertising/ Billing Mgmt.

• Licensing Order Mgmt.

• Labor Forecasting, Scheduling, & Deployment

• TimeTracking and Compensation

• General HR• Recruiting

• Financial Transactions

• Budgeting

• Operational Data Store

• Forecasting & Planning

• Operational Reporting

• Costume Mgmt• Project Mgmt.• Legal• Risk Mgmt

• Asset Mgmt• Document Mgmt.

• Authentication• Reporting

Tools

Level 0 processes

Level 1 processes

Application examples

Back of HouseFront of House

UniqueDifferentiating

NonDifferentiating

WRAF 2005 Disney Architecture Council Page 37

Cross Reference Across Business UnitsCross Reference Across Business Units Identify Leverage Opportunities and CostIdentify Leverage Opportunities and Cost

Create & manage

products, services,

media

Market products

& services

Sell products

& services

Manage supply chain ops

Manage &

support cust.

Plan & manage perform-

ance

Manage finances & accntg.

Manage human

resource s

Manage Inform- ation

resource s

Manage physical assets

Manage support services

WDW

TP&

R DLRWDIDLP

Total

ABC Network

Med

ia N

etw

orks ESPN

ABC CableABC Radio

ABC TV stations

Total

BVTVWDTVI

BVG

DC

P

DCPDCP – Int’l

DDMDisney Pub.

Total

Merch. Lic.Disney Store

BVI

Stud

io BVHE – Int’lBVHE – NAFilmed Ent.Total

Corporate

Cor

p

TomorrowlandTotal

Grand Total

Perform order

manage- ment

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$x.x

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$xx.x

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$xxx.x

To be categ orized

Total

$xx.x $xxx.x

WRAF 2005 Disney Architecture Council Page 38

Cross Reference Across Business UnitsCross Reference Across Business Units Identify Leverage Opportunities and CostIdentify Leverage Opportunities and Cost

Create & manage

products, services,

media

Market products

& services

Sell products

& services

Manage supply chain ops

Manage &

support cust.

Plan & manage perform-

ance

Manage finances & accntg.

Manage human

resource s

Manage Inform- ation

resource s

Manage physical assets

Manage support services

Perform order

manage- ment

This analysis reveals costs by business process and informs

where the IT investment is focused, business unit cross reference reveals leverage

opportunities

Governance of IT investment can be aligned around business process

owners.

WDW

TP&

R DLRWDIDLP

Total

ABC Network

Med

ia N

etw

orks ESPN

ABC CableABC Radio

ABC TV stations

Total

BVTVWDTVI

BVG

DC

P

DCPDCP – Int’l

DDMDisney Pub.

Total

Merch. Lic.Disney Store

BVI

Stud

io BVHE – Int’lBVHE – NAFilmed Ent.Total

Corporate

Cor

p

TomorrowlandTotal

Grand Total

WRAF 2005 Disney Architecture Council Page 39

Cross Reference Across Business UnitsCross Reference Across Business Units Identify Leverage Opportunities and CostIdentify Leverage Opportunities and Cost

Create & manage

products, services,

media

Market products

& services

Sell products

& services

Manage supply chain ops

Manage &

support cust.

Plan & manage perform-

ance

Manage finances & accntg.

Manage human

resource s

Manage Inform- ation

resource s

Manage physical assets

Manage support services

Perform order

manage- ment

Business Process Owners and Governance Methodology needed to manage investment and guide

as-is and to-be states

Governance of IT investment can be aligned around business process

owners.

WDW

TP&

R DLRWDIDLP

Total

ABC Network

Med

ia N

etw

orks ESPN

ABC CableABC Radio

ABC TV stations

Total

BVTVWDTVI

BVG

DC

P

DCPDCP – Int’l

DDMDisney Pub.

Total

Merch. Lic.Disney Store

BVI

Stud

io BVHE – Int’lBVHE – NAFilmed Ent.Total

Corporate

Cor

p

TomorrowlandTotal

Grand Total

WRAF 2005 Disney Architecture Council Page 40

Enterprise Architecture Enterprise Architecture –– Infrastructure ApproachInfrastructure Approach

WRAF 2005 Disney Architecture Council Page 41

Enterprise Architecture ModelEnterprise Architecture Model

Enterprise Architecture Model Framework

WDW IT Architecture

Enterprise ArchitectureEnterprise Architecture

Technical Architecture

Application Architecture

Data Architecture

Development Architecture

Security

WRAF 2005 Disney Architecture Council Page 42

Technical Architecture

Layer

• The Technical Architecture layer describes the collection of network, hardware, infrastructure management and core services components that comprise the computing environment.

• It describes how various physical components are joined together and how they are effectively managed through enterprise-wide processes.

Platforms

Network

Infrastructure Management

Core Services

Technical Architecture LayersTechnical Architecture Layers

Technical Architecture

Development Architecture

Data Architecture

Application Architecture Security

Enterprise Architecture

WRAF 2005 Disney Architecture Council Page 43

Platforms

StorageClient Devices Servers &MainframesTechnical Architecture

Network

LAN/MAN WAN Wireless / MobileTelephony Video /

Broadcast

Infrastructure Management

CapacityManagement

Data CenterFacilities

Business ContinuityBackup/High Availability/ Disaster Recovery

Network / System Management

Change Management

Core Services

Messaging & CollaborationServices

Workflow Services

DirectoryServices

File & PrintServices

Content Delivery Network Services

DatabaseServices

Technical Architecture ComponentsTechnical Architecture Components

WRAF 2005 Disney Architecture Council Page 44

Technology Decision Framework ReviewTechnology Decision Framework Review

Under Eval•Recognized

strategic value•Sanctioned•Prioritized

•Under formal review

•Published results forthcoming

•Not approved for deployment

Core•Approved standard•Proven

•Sustainable •Strategically

sourced •Focus for training

and cast development

defined •Enterprise scope

Declining•End of life

•Out of favor•Non sustainable

•Vendor risk•Cost escalating•Migrating away

from•No new

implementations

Specialized•Defined justified unique business case

Emerging•New technologies

•Driven by the market

•Potential business value

•High risk•Unproven technology

Technology Decision Framework Characteristics DefinitionPlanning Horizon

WRAF 2005 Disney Architecture Council Page 45

EA Infrastructure Approach: TDF Maintenance ProcessEA Infrastructure Approach: TDF Maintenance Process

TDF TDF LifecycleLifecycle

TDF Review TDF Review Based on Based on LifecycleLifecycle

Gaps Gaps assessed by assessed by

SegmentsSegments

Published in Published in Enterprise Enterprise

Architecture Architecture FrameworkFramework

RatificatonRatificaton by A/Cby A/C

Suggested Suggested implementation implementation

approachapproach

Categories Categories UpdatedUpdated

Marketplace Marketplace for TDF for TDF

reviewedreviewed

SMEsSMEs meet meet in working in working committeecommittee

Technology Technology Lifecycle Lifecycle

Plans Plans UpdatedUpdated

Next Review Next Review Cycle SetCycle Set

To include both current and predicted TDF

Strategic sourcing is involvedPosition or white paper

explaining choicesSMEs nominated by ArchitectsStrategic Sourcing Involvement

Monitor industry trends Establish Lifecycle Review

TimeframeOrganize and facilitate SME

meetingsRespond to requests to put

products Under Evaluation

TDF Owner DutiesTDF Owner Duties

Operating ModelOperating Model

WRAF 2005 Disney Architecture Council Page 46

Development DynamicsDevelopment Dynamics

In HouseUnique and differentiatingTransfer within industry model

CommercialMaintenance fee modelShrink wrap

There are big differences based on environment and approach…

There are big differences based on environment and approach…

WRAF 2005 Disney Architecture Council Page 47

DynamicDynamic In HouseIn House TransferTransfer MaintenanceMaintenance Shrink WrapShrink Wrap

Market TypeMarket Type Highly VerticalHighly Vertical VerticalVertical Vertical / HorizontalVertical / Horizontal Highly HorizontalHighly Horizontal

Market SizeMarket Size Business UnitBusiness Unit Small communitySmall community ThousandsThousands MillionsMillions

Release CycleRelease Cycle

Initial Initial Milestone/Budget, Milestone/Budget, iterative iterative –– stability stability

after releaseafter release

Milestone/BudgetMilestone/BudgetValue Driven Value Driven –– 11--2 2 releases per year releases per year –– stability at releasestability at release

Feature Set driven Feature Set driven –– stability at releasestability at release

QAQA

Propinquity and Propinquity and user base allows for user base allows for

more risk (all more risk (all releases are beta)releases are beta)

Controllable defects Controllable defects from existing from existing

releaserelease

User base drives for User base drives for more complete QA, more complete QA,

release cycle release cycle provides provides

opportunity opportunity –– tend tend to cut features for to cut features for

releaserelease

QA extremely QA extremely important, long important, long

beta cycles, feature beta cycles, feature set held, QA until set held, QA until ready (temporal)ready (temporal)

Support Support –– DefectsDefects

Defect corrections Defect corrections can be deployed in can be deployed in

short cyclesshort cycles

Defect corrections Defect corrections can be deployed in can be deployed in

short cyclesshort cycles

Defect correction Defect correction rolled into 1rolled into 1--2 2

releases per yearreleases per year

Defects best Defects best addressed by addressed by

service releases, service releases, significant testing significant testing

requiredrequired

Development DynamicsDevelopment Dynamics

In HouseIn HouseIn House CommercialCommercialCommercial

WRAF 2005 Disney Architecture Council Page 48

DynamicDynamic In HouseIn House TransferTransfer MaintenanceMaintenance Shrink WrapShrink Wrap

Support Support –– GeneralGeneral Can be less formal Can be less formal since scope is smallsince scope is small

Less formal at target Less formal at target but contracted from but contracted from

providerprovider

Must be formal to Must be formal to capture issues for capture issues for

cost reductioncost reduction

Highly evolved Highly evolved approach approach ––

knowledge bases knowledge bases –– scope of user base scope of user base

supports costsupports cost

Change ControlChange Control Risk dictates level of Risk dictates level of formalityformality

Formal during Formal during transfer phasetransfer phase

Varies but typically Varies but typically highly formalizedhighly formalized Strict formalityStrict formality

EnhancementsEnhancements Less formal with Less formal with short cyclesshort cycles

Less formal with Less formal with short cyclesshort cycles

User population User population dictates formal dictates formal

processprocess

Service release / Service release / Major release Major release

formalityformality

Feature SetFeature Set IterativeIterative IterativeIterative TemporalTemporal Market drivenMarket driven

Development DynamicsDevelopment Dynamics

In HouseIn HouseIn House CommercialCommercialCommercial

WRAF 2005 Disney Architecture Council Page 49

Development DynamicsDevelopment Dynamics

In HouseVisual interface no longer customer point of contact –self test button conceptInternal leverage requires more rigor in development process - need to move towards more commercial capabilitiesServices may extend beyond the organization – how to support and interact?Market size (number of customers) doesn’t lend itself to beta / release candidate cyclesNeed to build with remodel in mind

The Lines Blur....The Lines Blur....

WRAF 2005 Disney Architecture Council Page 50

Development DynamicsDevelopment Dynamics

CommercialNeed to allow direct integration into product lines –especially for federated identitiesMarket will force interchangeability of software componentsSilver bullet mentality replaced with evolutionary change

The Lines Blur....The Lines Blur....

WRAF 2005 Disney Architecture Council Page 51

Enterprise ArchitectureEnterprise Architecture

Q & A