Download - EIM Intro - IT Total Lifecycle
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RFCorselloResearchFoundation
IT Total LifecycleFrom Business to Software
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ITs all about business
All businesses are focused on being successful at what they do
Success is about being better than your competition
Being better than your competition is about continual improvement
Do things fasterDo things cheaper
Do things better (higher quality)
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Ever diminishing returns
Todays businesses are more competitive than ever in that everyone isimproving
For any given practice, there is a theoretical limit to how efficient wecan be
That limit is always less than 100% efficiencyHumans are less efficient at many things than computers are
Computers are less efficient at many things than humans are
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Business needs IT
In order to approach the efficiency limits for a given practice, theoptimally efficient mechanisms need to be employed
For things that computers are better at than humans, automation isneeded to achieve better efficiency
IT as a whole is the industry that provides these automationcapabilities
Businesses DO NOT CARE about IT, they care about their business
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IT needs Business
IT as an industry is worthless without the businesses we support
IT automation, including hardware and software, is about providingimprovements in efficiency to the businesses we support
Without these businesses, IT is irrelevantWithout IT, businesses will never be as competitive as they can be
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IT is all about the how
IT implementation is about determining which existing businesspractices will benefit from automation
Not all areas will benefit from automation
Speed does not always equate to efficiency
Quality and quantity must be balanced
Prioritization of automation areas is critical to effective usage of resources
Cost is a major factor in implementation
Right is not always best, best is not always cheapest
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Success is how much
In automation, the business will have limited resources to expend at any timeOver expenditure will bankrupt anyone
Under expenditure will loose relevance
IT practitioners play a key role in guiding the client to the appropriate decision
Business process
Automation pointsReturn on investment
Continuous improvement
Longevity of investment
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The Business IT LifecyITs all about the processes of making decision
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The evolution of business
Any successful business is continually evolving
Business evolution can be addressed in key areas:
Charter changes
Scope changes
Process changes
All forms of organizational change involve people, culture and mission
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People and change
When organizations change, all aspects of the organization areaffected
People are any organizations primary resource
People react to change (good or bad)
IT automation is generally perceived as a significant change
Automation == downsizingAutomation == more work
Perception management is a big consideration overall in organizationalchange
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Change as a concept
Change is a simple idea:
Make something different than it is
Change involves several steps:
Thaw the status quo
Perform change
Establish a new status quoAcceptance is the hidden detail
Proper planning will aid in acceptance
Proper involvement by experts will aid in acceptance
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Charter changes
Changes to a business charter is significant across the board As a firm, we are deciding to not do what we do so we can do somethingelse
Can be a small drift or a large change
From making fertilizer to making garden chemicals
From selling cars to manufacturing homes
For any organization with IT automation in place, this will result inmajor changes to the IT solutions
Business processes will be impacted first
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Scope changes
Changes to a business scope is quite common and can be eitherbroadening or narrowing
From manufacturing weapons to manufacturing assault rifles
From selling baked goods to manufacturing and selling baked goods
Widening scopes will involve broader changes to processes andautomation
Either change may also involve a merger or acquisition
Automation will include some form of integration
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Process changes
Changes in business processes are by far the most common changes inan organization
Changes may be made to:
Reduce complexity (simplify, reduce steps)
Include new resources (outsourcing, systems)
Improve quality (defects / e.g. Six Sigma)
Changes will be made to increase the competitive edge of the business
Money is king, increase profit or reduce cost
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Do you have change for IT?
IT has a primary role in organizational changeAny IT project will be done in conjunction with an organizational change
Before the project
After the project
Both is generally better if practical
What is the cause?
The IT project causes the change?The change causes a need for the IT project?
There is no correct answer They should drive each other based upon need
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The organization life cycle
Day-to-day operations andchange occur in the businessphase of the life cycle
Automation is the IT-centricphase where automation tasks
are performedIntegration involves the changeof the status quo to include thechanges
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The operational phase
Perform day-to-day operations basedupon the status quo
Collect information about theperformance of the status quo
Analyze the information collected foroverall effectiveness
Assess analysis results relative to
competitors, industry or theoreticallimits
Prioritize areas for change basedupon expected ROI
Initiate a change process
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The change phase
Assess process goalsAnalyze current process withrespect to goals
Identify changes that willimprove process to includeautomation points
Prioritize potential changes forexpected ROI
Select a change to make
Perform change
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The integration phase
Assess the new process withrespect to status quo
Identify points of conflictbetween processes
Prioritize points of conflict forimpact
Select a point of conflict toaddress
Perform integration of newprocess with status quo
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Detailing phases of changImpact of IT on business and vice v
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The impact of change
IT implementations are changes in the status quo
Always means a change in business process if ANY change is made issystems
A bad decision on what to automate can cause an IT project to fail
before it is even contractedA bad decision on how to integrate an automated system can cause anIT project to fail after it is successfully completed
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Managing change from IT
IT is not responsible for the processes of an organization
An organizations processes are not subject to the limitations of ITsimplementations
Change is a balancing act between business processes beingautomated and the design of the automation itself
Requirements can be good and still be wrong
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The automation phase
Pre-Inception includes enterprisearchitecture and business processalignment
Inception is scoping, requirementsgathering and risk assessment
Elaboration is the stabilization of therequirements and detailing design
Construction is the development of the
system itself Transition involves the final testing, useracceptance and release of the system
Production is the deployment andmaintenance of the system until retirement
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System Development Lifecycle (SDLThe primary business of non-suppor
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The SDLC lifecycle
There is no single correct view of the SDLC
There are many approaches and process methodologies each with its
own strengths and weaknessesHaving a process is better than not having one atall, and in many cases it is less important on whatprocess is used than how well it is executed -- Bestpractices for software development projects, IBM
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Is process important
YES, having a process is critical to being competitive and to deliver value tothe client
Can we succeed at developing a system without processes?
Yes, but it will take longer, cost more and have higher defect densities
Is it cheaper to use processes?
In the long run yes, in the short term maybe
Does it take longer if we use processes?Generally, yes per milestone
Why should I use a process?Most clients will require it anyway
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SDLC standards
There are many standards involving the SDLC including those from:ISO/IEC/IEEE
ANSI/NIST
DoD
Each project may be subject to any of these standards based uponclient demands
Process methodologies and standards are generally guidanceframeworks more so than implementations
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ISO/IEEE 12207
Primary life cycle processesAcquisition client acquiring asystem
Supply provider offering a system
Development developersbuilding a system
Operation administratorsoperating the system environment
Maintenance organizationmaintaining/upgrading the system
Supporting processesDocumentation
Configuration management
Quality assurance
Verification
Validation
Joint review
Audit
Problem resolution
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Engineering view of the ISO/IEEE 12207(ISO/IEC 12207) Standard for InformationTechnology Software life cycle processes
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IEEE SWEBOK
SoftwareRequirements
Fundamentals
Process
Elicitation
Analysis
Specification
Validation
Considerations
SoftwareDesign
Fundamentals
Issues
Architecture
QualityNotations
Methods
SoftwareConstruction
Fundamentals
Management
Considerations
SoftwareTesting
Fundamentals
Levels
Techniques
Measures
Process
M
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IEEE SWEBOK (cont.)Software
ConfigurationManagement
Management of the SCMProcess
Configuration Identification
Configuration Control
Configuration Status Accounting
Configuration Auditing
Release Management andDelivery
SoftwareEngineering
Management
Initiation and Scope Definition
Project Planning
Project Enactment
Review and Evaluation
Closure
Measurement
SoftwareEngineering
Process
Implementation and Change
Definition
Assessment
Measurement
SoftwareEngineering
Methods
Tools Requirement Design Construction Testing Maintenance CM Management Process Quality Tool Issues
Methods Heuristic
Formal Prototyping
Software
Quality
Fundamentals
Management Processes
Considerations
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SDLC Methodologies
Processes and Meta-processes exist for conducting the SDLC
Procedural
Waterfall
BDUF (big design up front)
Iterative
Spiral
Agile
SCRUM
Most processes are evolutions on a concept
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Comparison of processes
Where is the sweet spot?
It is different for each class of
system and for each class of development team
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Common process methodologiesEach process methodology offers benefits and limitations.
There is NO one size fits all methodology.
Best choice is by need based upon project
Every organization should have pre-defined process methodologiesavailable to apply to each project.
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