1. 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

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

3. 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.

4. 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.

5. 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

6. 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

7. 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

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

9. 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.

10. 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.

11. 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.

12. 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.

13. 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.

14. 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.

15. 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.

16. 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

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.

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

19. 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!!

20. 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

21. 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.

22. 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

23. 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.

24. 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

25. 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

26. 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

27. 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.

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

29. 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)

30. 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.

31. 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.

32. 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

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

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

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

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

37. 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.

38. 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

39. 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.

40. 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.