Structures of Chapter 19-21 Chapter 19 Technology Roadmap (4:20) Challenges Why, What Benefits: internal & external How Chapter 20 System Development (4:11) Problems & challenges How to improve Chapter 21 Information Delivery (2:51) Why Deliver value with IT Effective delivery ©2015

Creating and Evolving a Technology Roadmap Chapter 19 Creating and Evolving a Technology Roadmap © 2015 Pearson Education, Inc.  Publishing as Prentice Hall

The Challenges in Building a Technology Roadmap The target architecture continuously evolves, so the technology roadmap must be an ongoing process. Technology has many masters, such as vendors, standards-setting boards, and trading partners. Unexpected roadblocks may occur.

Why Do We Need a Technology Roadmap? Without it companies run the risk of making sub- optimal technology decisions. “Plans are nothing, planning is everything”. The planning process tells an organization what they did where, where they failed, and how to improve. A technology roadmap limits the range of technology decisions.

What Is A Technology Roadmap? A technology roadmap is the collective vision of the opportunities for technology to serve a business. A technology roadmap is a mechanism for the identification, justification, planned evolution, and orchestration of technology to enhance business performance. Planning for Christmas (a section of Mickey); Technology roadmap 3:08

Benefits of a Technology Roadmap External benefits - effectiveness Achieves business goals Reduces complexity Increases interoperability, flexibility & speed of implementation Preserves investments Simplify the response to the impacts Internal benefits – efficiency Provides a common design point Builds a consistent and cohesive technology base Provides the ability to move forward in planned phases Consolidates global solutions Lowers the cost of development and maintenance ©2015

The Process of Developing a Technology Roadmap Seven Important Activities are derived from the Gap between the Current Technology and the Business Plan: 1. Guiding Principles 2. Assess Current Technology 3. Analyze Gap 4. Evaluate Technology Landscape 5. Describe Future Technology 6. Outline Migration Strategy 7. Establish Governance

The Process of Developing a Technology Roadmap Continued Figure 19.1 3D Roadmap 8:03

Guiding Principles Establish a statement of the role and purpose of technology within the business. Define how technology supports the business. Define the overall type of technology support to be delivered with a sense of performance.

Assess Current Technology Outline the current technologies and their state. At a minimum identify the business process area, vendor, level of support, dependencies, criticality, and life cycle. Assign a technology owner who is responsible for each technology domain including acquisition, maintenance, vendor relationship management, training, and documentation.

Analyze Gaps Perform a gap analysis between the current technology and what is needed. Identify the required technology. Build technology in anticipation of business change and growth. Bridge the gap between business being driven by innovation and growth and IT benefits being derived from standards and reusability.

Evaluate Technology Landscape Firms must invest in R & D to keep abreast of new technologies. The size of this investment should be driven by how critical IT is to the business. The roadmap should articulate how large this investment will be, how it will be enacted, who is responsible, and provide guidelines to assist this initiative.

Describe Future Technology Describe the technologies to be adopted in the future. The roadmap should include the logic that was used to recommend these technologies to permit constructive input from business managers to challenge these recommendations. The roadmap should include all assumptions.

Outline Migration Strategy Outline a Migration Strategy to get from the current technology to the future technology platform. Two common strategies are the gradual evolution and the big-bang. A major challenge is to assign priorities to technology components that need to be changed.

Establish Governance Define an established process to determine who is responsible for creating/updating the technology roadmap and who approves changes to the roadmap. Distinguish between strategic architecture governance and tactical architecture governance.

Practical Steps for Developing a Technology Roadmap Be bold and innovative when planning the roadmap. Align technology with the business. Secure support for the roadmap. Don’t forget the people. Control, measure, and communicate progress. Business Technology Roadmap 7:17

Conclusion The purpose of the technology roadmap is to guide the development of technology in an organization. The technology roadmap communicates the role that technology will play in advancing business goals.

Enhancing Development Productivity Chapter 20 Enhancing Development Productivity © 2015 Pearson Education, Inc.  Publishing as Prentice Hall

The Problem with System Development (SD) Past: SD involved creating customized software applications for an individual organization. Today: SD still means custom building but development also includes selecting, implementing, and integrating packaged software solutions, smaller reusable software components across a variety of platforms with a variety of development tools. The same (and sometimes more complex) problems!!

Trends in System Development Adopting new development approaches: Agile - incorporate flexibility into SD; incremental design, iterative, spiral. Composition – SD becomes process orchestration, combining various software components into an application container. Integration – acquiring packaged software from the cloud (e.g., software-as-a-service) and integrate it into processes. Project management 2:41, 4:59

Trends in System Development (continued) Enhancing the waterfall methodology: The waterfall method is still considered the most practical for large SD projects because of the engineering principles. The “maturity” of traditional SD processes have been improved by using Capability Maturity Model Integration (CMMI, 5:28) to move to a more managed and standardize results.

Trends in System Development (continued) Improved governance: Some organizations started to adopt governance mechanisms based on economic disciplines that accept uncertainties involved in SD and adapt and steer projects through the risks, variances, and moving targets involved Compliance with all legislation and regulations has become a further significant governance issue for all systems initiatives. Governance ensures productivity in SD

Trends in System Development (continued) Changing resourcing strategies: The use of contractors and outsourced developers to supplement in-house development continuously grows. The globally dispersed development requires new internal business, technical and data architecture, business analysis, and project management skills.

Obstacles to Improving System Development Productivity - Lack of a holistic view of SD Business involvement Analysis– can be an obstacle to productivity and effectiveness Test consumes a lot time and delays delivery No a single SD approach fits all Poor communications

Improving System Development Productivity: What We Know That Works Optimize the bigger picture Adopt more flexible processes Reduce complexity Enhance success metrics Create a smarter development environment

Next Steps to Improving System Development Productivity Look for and address bottlenecks Focus on outcomes Clarify roles and responsibilities Simplify the development environment Simplify testing

Conclusion SD is still a very complex process and organizations’ ongoing challenge to overcome the dilemma of development productivity. SD process improvements are more likely to result from persistent and iterative analysis of what works and what doesn’t in each particular context.

Information Delivery: IT’s Evolving Role Chapter 21 Information Delivery: IT’s Evolving Role © 2015 Pearson Education, Inc.  Publishing as Prentice Hall

Information and IT: Why Now? The amount of information today is overwhelming. The average knowledge worker spends more than one quarter of their day searching for information. (Kontzer,2003) Information has considerable value. Good information management practices + excellent Systems yields strong financial performance. (Kettinger and Marchand 2011)

Information and IT: Why Now? (continued) Information embedded in workflows is valuable. Transforming tacit knowledge into explicit knowledge results in structural capital. Financial accountability legislation has driven the need for greater information integrity. New technologies create new information opportunities and at the same time, new business opportunities.

Delivering Value Through Information More Efficient Business Operations Mobile and E-Business Internal Self-Service –is driving a complete reanalysis of what information is collected and how it is presented, navigated, and used internally. Unstructured Information Delivery – records management, library management and document management have caused a convergence of structured and unstructured information. Business Intelligence Behavior Change – Increasing more sophisticated metrics and scorecards are used to measure corporate performance.

Case Study: How Alibaba Deliver Information with Value 11.11 Global Shopping Festival (1, 2, 3) Videoa Alibaba closes in on record sales 2:34 Alibaba Tmall 1 bln yuan in 52 seconds 0:51 Alibaba’s World of Big Data 2:47 AliCloud 1:38 Big data and Hadoop 4:09 ©2015

Effective Information Delivery – New Information Skills Political judgment Information analysis Workflow analysis Information access Business rules for information use Usability Information navigation

Effective Information Delivery – New Information Roles Data custodianship Storage Integration Presentation Security Administration Personalization and multilingual presentations Document indexing and searching

Effective Information Delivery – New Information Roles (continued) Unstructured content management and workflow Network and server infrastructure for information hosting/staging Team collaboration software

Effective Information Delivery – New Information Practices Figure 21.1 The Information Management Lifecycle

Information Deliver Best Practices Approach information delivery as an iterative development project. No one gets it right the first time. Separate data from function to create greater flexibility. Buy data models and enhance them. This will save many person-years of effort. Use middleware to translate data from one system to another. Evolve towards a real-time single-source customer information file. Design information delivery from the end user (whether external customer, employee, or supplier) backward.

The Future of Information Delivery The Internet of things – This includes the ability to track and remotely monitor a product at any point in time (e.g., radio frequency identification (RFID) and wireless communications). This massive influx of information will create challenges in the coming decade. Network-centric Operations – It will soon be possible to collect, create, distribute, and exploit information across any platform. This will be enabled by: - Sensor grids - High quality information - Value-added command and control processes

The Future of Information Delivery (continued) Self-synchronizing Systems –Information will support self-synchronization of complex work activities without management intervention. Feedback Loops – Feedback mechanisms will requires new metrics for factors such as transparency, information sharing, and trust. Informal Information Management – Information delivery mechanisms of the future will look to organize and leverage informal information kept by knowledge workers.

Conclusion It is only recently that businesses have discovered the power and potential of information within the IT community. New technologies and channels make it possible to access information cheaply and easily. Information is being used to drive different types of value in the organization.