Presentación del doctor Adolfo De Unánue en el taller Modelando su negocio mediante una arquitectura empresarial realizado el 19 de mayo en la ciudad de México con patrocinio de IBM y Matersys
2. ...reducir mis tiempos de salida al mercado ...disminuir mis costos de mantenimiento ...incrementar las ganancias ...controlar la complejidad ...verificar mi ROI Quiero... ...seguir mis KPI ...modernizar ...mitigar riesgos ...garantizar el cumplimiento ...monitoreo en tiempo real
39. Sistemas/Datos Redundantes Iniciativas SOA Gobierno de TI y Organizacional La organización debe asegurar que los nuevos proyectos y tecnologías soporten la estrategia de negocio de la empresa Transformación y planeación empresarial Integración con sistemas legados Cumplimiento regulatorio Convencimiento de stakeholders Si están alineado Ti hacia las metas, la justificación para obtener fondos puede ser más fácil de obtener Bajo descubrimiento de Información Información repartida en varias fuentes, toda independiente Racionalización de aplicaciones / Gestión de Portafolios Información no actualizada Ningúna fuente de datos de plena confianza Cero protección al conocimiento organizacional Inhabilidad para reusar/relacionar información ¿Alguno le suena familiar?
52. Es necesario incluir en esta cadena un “engrane” que permita hacer las cosas correctas ( ser efectivo ) y hacer correctamente las cosas ( ser eficiente ). Estrategia Gestión de Iniciativas, Programas Proyectos ¿?
57. arquitectura empresarial Todas las empresas en la actualidad tienen una arquitectura empresarial... ...Esta arquitectura no fué planeada, sólo ocurrió Antes que nada...
60. Mientras que la aproximación clásica trata de resolver los problemas uno a uno, AE trata de resolverlos de una manera coherente e integrada, al mismo tiempo que ofrece un medio para alcanzar un entendimiento y conceptualización entre todos los stakeholders involucrados en gobernar la empresa Promesas
67. Vigilancia de recursos Arquitectura Empresarial Planeación Estratégica Planeación de Fuerzas de Trabajo Gestión de Programas Seguridad Planeación de Capital AE Gobierno Integrado
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70. AE: Explicación básica Capacidades Futuras Empresariales Estratégico Táctico Directrices y metas Prioridades de negocio Tecnologías Emergentes Escenarios Operativos Planes de Programas Capacidades Actuales Empresariales Arquitectura Empresarial Futura Gobierno Arquitectónico Plan de Migración Arquitectura Empresarial Actual
71. arquitectura empresarial ¿Qué tan bien estoy operando actualmente? ¿Cómo operaré en el futuro? ¿Cómo mantengo alineada la ejecución? ANALIZAR PLANEAR EJECUTAR
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73. arquitectura empresarial Sistemas de Información Planeación, Análisis Temporal, Análisis de Riesgos, Análisis de Impactos, Escenarios “¿Y si...?” , etc. Estrategia Negocio Tecnología Información & Datos Servicios & Apps
78. arquitectura empresarial: orquestador Cumplimiento de Regulaciones Supply Chain Management Implementación e-business Diseño de Aplicaciones Gobierno de TI CPI Gestión de Procesos de Negocio Fusiones y Adquisiciones Ofrecimiento de Nuevos Servicios Reestructuración Interna ISO y Gestión de Calidad
Responding to these influencers results in the need to better address the business-IT gap. The Current economic climate may effect this shift in the short term, but long term, the amount of business automation will continue to increase and become more strategic Influencers drive businesses to be more differentiated, flexible and innovative IT as an enabler of business differentiation, agility and integration through automation and business intelligence But agility requires an efficient platform for innovation Shift spending from base operations to business strategic initiatives Supporting a shift from operational to strategic requires a flexible and innovative approach to base , competitive and differentiated business capabilities through IT exploitation to address a wide ranger of concerns including: Multi-channel Service Delivery Single View of Customer Corporate Social Responsibility Risk and Compliance Supply and demand-driven Value Networks Value-based Outsourcing Green Business Regulatory Compliance Mergers and Acquisitions Additional Influencers Consolidating Cost cutting Mergers and acquisitions Accountable decision making
Business and IT have to collaboration much closer than they have in order to keep up with the pace of change. Here are five key elements that will help make this happen. Common Language: Enables the EA to be captured, communicated and used to drive consistency across projects needed to enable efficiency and integration IT Saturation : As more business functions are automated with IT solutions, change in IT has a greater effect on the business. This results in a need to have better IT agility and governance in order enable sustainable solutions. Do More with Less : At the same time, IT must to more with less budget, be more efficient, make better use of existing enterprise assets, better portfolio management, providing a platform for innovation enabling efficient delivery of differentiating processes.
Enterprise architecture is focused on providing guidance and governance to projects and programmes intent on solving specific business and IT problems – whatever their scale or scope. This requires a set of architecture processes, that must be interlocked with those used to run projects: <reveal 1> Some are focused on the tasks needed to create and publish the enterprise architecture itself… <reveal 2> … while others are targeted at enabling projects to use and governed by the architecture. <reveal 3> And there is also the crucial need to keep the architecture “vital” - in line with the needs of the business, as well as being of practical value to projects <reveal 4> In other words, we need to focus separately on the construction of an EA: “making it”, as well as “using it”. As a footnote, it may be worth commenting on the three pictures across the top half of this slide: The architecture (as a collection of “books”) is shown as being created from a business strategy that has been created using Component Business Modelling, CBM, which represents the business as a collection of co-operating business components The “collection of books” must be published The EA may include reference architectures, such as the one shown for e-Business, available from the Enterprise Systems Structure initiative, ESS
A lot of that information already exists out there, but current Enterprise Architects are challenged in bringing that in and keeping it up to date. AM consists of creating and consuming the architecture. Today’s products are powerful communication tools, but are limited in communicating in the context of various stakeholders’ context, i.e., other tools that they use. Another challenge lies in getting existing architecture data created and maintained in such other tools brought into the broader tool. On the consuming side, keeping the implementation in sync with the architecture is difficult to maintain over time. Correspondingly, managing constant change taking place across the enterprise is a significant challenge as well. Finally, in the effort of creating the architecture, high-level business requirements are identified but typically not refined into solution requirements and not very well managed with respect to traceability, attributes, and the like.
In response to those impediments, AM will enhance reporting so that there is a way for users to gain insights into important enterprise information from a number of different viewpoints. And AM will improve ways to harvest information being managed by other tools into a more consolidated data source. Key to better consumption of the architecture is to have better integration between upstream and downstream products. And new and expanded change and asset life-cycle management will allow for a more enterprise-wide scope of control. Integrating EA with IT delivery enables business agility and reuse of assets and practices. Also governance of enterprise‑wide change management and best practice measurement adds to the vitality of enterprise assets. The goal is to guide effective solution delivery and making Enterprise Architecture relevant in the way that technologists and developers are actually developing and deploying solutions and services.