Strategic IT Management (eBook)

Inge Hanschke is Managing Director of iteratec GmbH, München, Germany. She has over 15 years of experience in IT management, IT strategy and IT architecture as well as in software engineering and IT technology as a senior project manager and senior IT management consultant. Among her recent achievements is the launch of "iteraplan", the first OSS tool for Enterprise Architecture Management.

Preface 4
Acknowledgements 6
Contents 7
1 Introduction 10
1.1 Strategic Management of IT Landscapes 11
1.2 Navigating This Book 12
1.3 Who Should Read This Book? 13
1.4 Scope of This Book, Further Reading 14
2 Strategic Planning of IT 15
2.1 Scope and Definition 16
2.2 Role of IT in the Organisation 19
2.2.0.0 What Part Does Your IT Play in the Enterprise? 19
2.2.0.0 What is the Current Performance Potential of IT? 23
2.3 Strategic Positioning of IT 24
2.3.0.0 ''Where Do We Want to Go'' or ''How Does IT Wish to Position Itself in the Future''? 25
2.3.0.0 What Performance Potential can IT Deliver in the Future? 29
2.4 Strategic Objectives 30
2.4.1 Deriving IT Goals 31
2.4.1.0 Example for Deriving IT Goals 32
2.4.2 Principles for Strategic Guidance 34
2.4.3 Strategies to Underpin Goal Achievement 39
2.4.3.0 Application Strategy Dependent on Business Process Classification 41
2.4.3.0 Application Portfolio Matrix ''Strategy Contribution/Value Contribution'', Based on Ward/Peppard [War02] 43
2.4.3.0 Application Portfolio Mapping ''Technical Quality'' Against ''Business Value'', Based on Maizilish/Handler [Mai05] 46
2.4.3.0 Application Portfolio ''Business Value/Technological Appropriateness'', Based on [Buc05] 48
2.5 IT Strategy 50
2.5.1 Content of an IT Strategy 51
2.5.2 IT Strategy Document 53
2.5.3 Guidelines for IT Strategy in Practice 55
2.5.3.0 I. Collect and Consolidate Statements on What Is Required of IT, and What Constraints and Conditions Need to Be Observed 57
2.5.3.0 II. Describe the Current Status of All IT Assets and Document What Action Needs to Be Taken 58
2.5.3.0 III. Conduct a General Situation Appraisal 58
2.5.3.0 IV. Strategic Positioning 58
2.5.3.0 V. Define the Strategic Objectives (IT Goals, Principles and Strategies) 58
2.5.3.0 VI. Design the To-be Status and Roadmap for Implementation 59
2.5.3.0 VII. Define Control Metrics and the Measurement and Control System 60
2.5.3.0 VIII. Define Your IT Organisation and Processes 60
2.5.3.0 IX. Actions and Investment Planning 61
3 Enterprise Architecture 63
3.1 Scope and Definition 64
3.2 Enterprise Architecture Frameworks 67
3.2.0.0 TOGAF 70
3.2.0.0 EA Frameworks in Summary 73
3.3 Best-Practice Enterprise Architecture 73
3.3.1 Information Timeliness and Granularity 75
3.3.2 Constituents of Best-Practice Enterprise Architecture 78
3.3.2.1 Business Landscape Model 78
3.3.2.1 Building Blocks 79
3.3.2.1 Graphical Presentation 82
3.3.2.2 Application Landscape Model 86
3.3.2.2 Building Blocks 86
3.3.2.2 Graphical Presentation 88
3.3.2.3 Technical Landscape Model 93
3.3.2.4 Infrastructure Landscape Model 93
3.3.3 Landscape Planning Status 95
3.4 Business Landscape Management 97
3.4.0.0 Structures of Business Landscape Management 98
3.4.0.0 Roles and Processes in Business Landscape Management 100
3.4.0.0 Business Reference Models 100
3.5 Views of the Enterprise Architecture 105
3.5.0.0 Beneficiaries 105
3.5.0.0 Enterprise Architects 108
3.5.0.0 Data Providers 109
3.6 Guidelines for Personalisation of Best-Practice Enterprise Architecture in Practice 110
4 IT Landscape Management 113
4.1 Scope and Definition 114
4.1.0.0 Interaction with Enterprise Architecture 115
4.1.0.0 Integration into Enterprise Architecture Planning Levels 116
4.1.0.0 Strategic Objectives as a Guide and Frame of Reference 117
4.2 Objectives and Benefits 117
4.2.0.0 Create Transparency Across the Current IT Landscape 118
4.2.0.0 Provide Relevant Information Promptly, Filtered and Composed According to the Needs of Each Stakeholder Group 119
4.2.0.0 Create a Basis for Communicating and Aligning with Business 120
4.2.0.0 Effectively Plan and Control Evolutionary Development of the IT Landscape 121
4.2.0.0 Benefits of IT Landscape Management 121
4.2.0.0 Can the Qualitative Benefit Also be Quantified? 122
4.3 Constituents of IT Landscape Management 123
4.3.1 Elements of Application Landscapes 123
4.3.1.0 Applications 125
4.3.1.0 Interfaces 129
4.3.1.0 Information Objects 131
4.3.2 Relationships in Application Landscapes 133
4.3.2.0 Relationships of the Application Landscape Model to the Business Landscape Model 134
4.3.2.0 Relationships of the Application Landscape Model with the Blueprint 136
4.3.2.0 Relationships of Application Landscape Model to Infrastructure Landscape Model 136
4.3.2.0 Relationships to the Project Portfolio 137
4.4 IT Landscape Management Processes 138
4.4.1 Documenting the IT Landscape 138
4.4.1.0 Lifecycle of Documentation 139
4.4.1.0 Maintenance Concept 140
4.4.1.0 Modelling Guidelines 145
4.4.2 Analysing the IT Landscape 148
4.4.2.0 Diagrams 151
4.4.2.0 Analysis Patterns 159
4.4.2.0 Example Analysis Pattern 161
4.4.3 IT Landscape Planning 165
4.4.3.0 ''Local'' Landscape Planning 166
4.4.3.0 Business Transformations 169
4.4.3.0 Deliverable Document: Landscape Modelling 172
4.4.3.1 To-be Landscape Modelling 172
4.4.3.1 Analysis 174
4.4.3.1 Design 175
4.4.3.1 Overview of the Process 176
4.4.3.1 Planning Patterns for to-be Landscape Modelling 178
4.4.3.1 Landscape Planning Pattern: Example 180
4.4.3.2 Deduce Implementation Scenarios 185
4.4.3.2 Deriving the Planned Landscape: Analysis Activities 186
4.4.3.2 Deriving the Planned Landscape: Design Activities 187
4.4.3.2 Overview of the Process 189
4.4.3.2 Pattern for Deriving the Planned Landscape Model 191
4.4.4 Governing the Further Development of the IT Landscape 193
4.5 Establish Organisational Change 195
4.5.1 Roles and Responsibilities 195
4.5.2 Integration into Processes of IT and Decision Making 198
4.5.2.0 Integrating Update Processes 199
4.5.2.0 Involvement in Decision-Making Boards 201
4.5.3 Maturity Level of IT Landscape Management 202
4.5.3.0 ''Initial'' Level 206
4.5.3.0 ''First Steps'' Level 207
4.5.3.0 ''Transparency'' Level 209
4.5.3.0 ''Advanced'' Level 211
4.5.3.0 ''Well-Established'' Level 211
4.5.3.0 Dependency Between Objectives and Levels of Maturity 212
4.6 Guidelines for Personalisation of IT Landscape Management in Practice 214
4.6.1 Conception of IT Landscape Management 216
4.6.1.0 I. Determine Status Quo 216
4.6.1.0 II. Identify the Relevant Beneficiaries, and Determine What Their Goals and Areas of Concern Are 217
4.6.1.0 III. Analyse Data Procurement 218
4.6.1.0 IV. Establish Your Enterprise Architecture 220
4.6.1.0 V. Define the Maintenance Concept, Processes and Tool Support, and Determine How IT Landscape Management Is to Fit into Organisational Structures 223
4.6.2 Sampling and Optimising 223
4.6.3 Anchoring IT Landscape Management in the Organisation 223
5 Technical Standardisation 226
5.1 Scope and Definition 227
5.1.0.0 What Contribution Does Technical Standardisation Make to Strategic IT Planning? 227
5.2 Objectives of Technical Standardisation 229
5.3 Elements of a Standardisation Catalogue 230
5.3.1 Architectural Domains 232
5.3.2 Technical Components 235
5.4 Technical Standardisation Processes 240
5.4.1 Maintaining, Providing and Communicating the Blueprint 241
5.4.2 IT Innovation Management 242
5.4.3 Strategic Evolution of Technical Standards 245
5.4.4 Enacting Standardisation 248
5.4.5 Directing Compliance with Technical Standards 249
5.5 Organisational Structures 249
5.5.1 Roles and Responsibilities 250
5.5.2 Entities, Boards and Integration into Processes in IT and Decision-Making 251
5.5.2.0 Blueprint Board 251
5.5.2.0 Project Support 252
5.5.2.0 Quality Assurance Measures 252
5.5.3 Maturity of IT in Terms of Technical Standardisation 253
5.5.3.0 Entrance 253
5.5.3.0 ''Black-Box'' Standardisation 254
5.5.3.0 ''White-Box'' Standardisation 254
5.5.3.0 Dependency Between Objectives and Degrees of Maturity 256
5.6 Guidelines for Technical Standardisation in Practice 259
5.6.0.0 I. Estimate the Maturity Level 260
5.6.0.0 II. Conceptual Design 261
5.6.0.0 III. Filling the Blueprint 263
5.6.0.0 IV. Embedding in the Organisation 264
5.7 Technical standardisation prerequisites for success: 266
6 EAM Governance 268
6.1 Scope and Definition 269
6.2 IT Organisation 271
6.2.1 Collaboration Model Between Business and IT 271
6.2.2 Form of Organisation 273
6.2.2.0 Central or Decentral IT Organisation 274
6.2.2.0 Sourcing Strategy 278
6.2.2.0 Globalisation 281
6.2.3 Decision Boards 283
6.2.3.0 How to Arrive at a Decision Structure Appropriate for Your Enterprise 287
6.2.4 Changing the IT Organisation 290
6.3 Strategic Control Toolkits 292
6.3.0.0 Strategic IT Controlling 293
6.3.0.0 IT Cost Control 296
6.3.0.0 Governing the Further Development of the IT Landscape 297
6.3.1 Control Indicators 299
6.3.1.0 Indicators for Managing the IT Landscape 303
6.3.1.0 Procedure for Selecting Indicators 307
6.3.2 Decision-Making Groups and Their Information Needs 310
6.3.2.0 Establishing a Control Toolkit 313
6.3.2.0 Introducing a Control Toolkit 317
Literature 319
Abbreviations 340
Index 342