NS Value-driven Application Lifecyle Management.pptx

Transcription

Value-driven Application Lifecycle Management
How to deliver functionality that changes the Dutch Railway
travel transactions Back Office
Bas Bach
LEAD Enterprise Architect
Dutch Railway
Co-Chairman and Board of Director at LEADing Practice
Chairman of the LEADing Practice Railway User Group
Chairman of the Dutch SAP User Group (VNSG)
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2
Agenda
!  Dutch Railways (Nederlandse Spoorwegen)
!  Situation (What is the situation)
!  Complications (What is the complication within)
!  Application Lifecycle Management Reference Content
!  Process Lifecycle
!  Application Lifecycle
!  Value Lifecycle
!  Business Model Disciplines
!  Linking Performance Measurements and Value
Expectations
!  The Trick: Applying the LEAD templates
!  Conclusion
3
Dutch Railways (Nederlandse Spoorwegen)
State-owned Rail transport
Founded in1938
Revenue: €4.606 billion
Number of employees: 33,000
4
Organization & Drivers
So why Services?
Business Needs
Agility
Innovation
Flexible
Time2Market
Reuse
Cost Reduction
Standardization
Agility
Integration – A2A or in-&extern
5
Transformation
Organization
Business
Vision
ICT
ICT/OU - invulling
6
Organization
Vision
Strategy
Goals
Competency
7
Organization
Tijd
Q
Scope
What if:
•  Not complete
•  Not in place at all
•  Misunderstood etc
8
Geld
!
ReallisatiePM
SUDOKU
1
Kernteam
OVCP Enterprise Architectuur
Arch
RP
M
BC
Realisatie factsheet
[ 50-70% planning ]
Scrum team
Lijn - beheer
gebruikers
KIT Team
Releasemanagemnet
Velocity / Highlights
RELEASE BACKLOG
HUDDLE
ReallisatiePM
7
PACT –
Impedements
Sprint 0
Sprint 1
Papieren
KIT
Knoppen
sessies
Sprint 2
Sprint
Demo’s
5
9
Change management
Sprint 3
Pre
Acceptatie
Sprint n
Bevindingen
overleg
6
REALISATIE TEAM
Scrum
master
4
3
Integraal
Realisatiemanagement
2
Scope
release
Acceptanten
Team
""
•  High level business req
•  Project Start Architectuur
IT PROGRAMMA
•  Business visie
•  Business Scenario
OVCP Business Visie
IT PROGRAMMA BACKLOG
•  Business case
•  Porftolio prio
OVCP PORTFOLIO
•  Stuurgroep
PORTFOLIO BACKLOG
Need for delivery
Situation
!  PTO Dutch Railway
- Electronic product sale via
Web
Barcode
Contacless Tickets
- Usage via Travel Trx
!  Architecture
Level1, 2, 3 & 4
!  (L1) 4000 x (hours) 24 x (every 15minutes) 4 =
(files) 380.000
!  Now: 1.500.000 Travellers x 5 Trx a day =
7.500.000 Trx a day
!  Architecture based on Thales Back Office
!  Based on Windows server 2003
!  Multiple information streams to multiple OU and
systems(Context Diagram)
10
Complication
!  Store remains “open”
!  Transactional Integrety must be obeyed
!  Auditable
!  Sized for future 20.000.000 Trx a day
!  Maintenance organization has to be change (TB, TAB, FAB,
FB based on BiSL)
!  Middleware IBM, Jboss
IBM-Functions:1] Transformation, 2] Connectivity and 3]
Routing
!  Development Java
!  Infrastructure based on KPN UH/2
!  Database Oracle (picture Architecture Solution, Tiles etc.)
!  Windows 2003 out of extended maintenance
(system runs main financial stream)
!  System must be able to handle Trx instantaneous. (Added
later)
!  System must be able to house multiple PTO’s (Added later)
!  No choice in “Tools”: IBM, Java, Jboss, Oracle
11
Agenda
!  Business Model Disciplins
Expectations
!  The Trick: which LEAD template to use
!  Conclusion
12
How to apply it
13
Agenda
Expectations
!  The Trick: Applying the LEAD template
!  Conclusion
14
Application Lifecycle Management Characteristics
15
! 
Replacing existing functionality
! 
Existing functionality has been extended over time. Mostly
undocumented
! 
No business attention. Budget as low as possible
! 
Difficult to get attention from OU’s
1] Maintenance ()
2] Due to every days business. Acceptance testing
! 
New system is supposed to work as before….
Difficult to change point of view of “way of working”
System does fullfil in a way - Users don’t want it to change
! 
New system is supposed to work as before….
Difficult to change point of view of “way of working”
System does fullfil in a way - Users don’t want it to change
! 
Migration plan is vital for success!
More complicated the more users are identified
! 
Project method Agile Scrum not really suitable
1] Lack of business attention
2] Functionality is 100% defined upfront
Process Lifecycle: Process Analysis
16
Process Lifecycle: Process Design and the
introduction of New Processes
17
Process Lifecycle: Process Implementation
18
Process Lifecycle: Continuous Improvement
19
Application Lifecycle:
Requirements gathering, often a part of Blueprinting
20
Application Lifecycle: Application Design
21
Application Lifecycle: Build & Test the Application
22
Application Lifecycle: Deploy the Application
23
Application Lifecycle: Operate the Application
24
Application Lifecycle: Optimization of Application,
Platform and Infrastructure
25
Value Lifecycle: Business Planning
26
Value Lifecycle: Value Innovation and Identification
27
Value Lifecycle: Value Creation
28
Value Lifecycle: Value Realization
29
Value Lifecycle: Business Ownership & Governance
30
Process Lifecycle: Process Governance & Ownership
31
Business Model Discipline: Service Model
32
Business Model Discipline: Revenue Model
33
Business Model Discipline: Value Model
34
Business Model Discipline: Operating Model
35
Business Model Discipline: Cost Model
36
Business Model Discipline: Performance Model
37
Agenda
Expectations
!  The Trick: The Trick: Applying the LEAD templates
!  Conclusion
38
How linking Performance Measurements and Value Expectations
Lead ingredients
SBO’s
Passenger placed on 1, 2 & 3
- Information to a passenger is vital
- Information should be accurate
Dutch Railway wants to strengthen it’s
market position
- Back office as a service
a. Just distribution of travel Trx
b. Also pricing of Trx. (makes
administrative Ci/Co possible)
c. Simple maintenance on Level 1
39
How linking Performance Measurements and Value Expectations
Lead ingredients
40
! 
Stakeholder identification
! 
Competencies
Handle Trx from different PTO’s, TB, TAB,
FAB, FB
! 
Business Services
Agenda
Expectations
!  Conclusion
41
Integrated templates (artifacts/models)
The trick: Applying the LEAD templates
The Identified Object and how they are interlinked with the various Templates:
Maps, Matrices & Models
By using templates to manage the different kinds of highly connected information and
relations, the standardized and integrated creation of artifacts is ensured:
42
• 
Maps - which list the various related objects in
order to capture the decomposed unrelated
objects) is a critical design tool
• 
Matrix (which composes in terms of relating
specific objects together) provides the
continuity of and interconnection between the
maps (a representation of decomposed and/or
composed objects)
• 
Model (a representation of interconnected and
related objects). is critical in integrating and
standardizing the templates and tools of the
practitioner.
Information Flow Defined By Business Context
•  File “debatching” ASAP
•  IBM Middelware:
queue mechanism for
- decoupling OU’s & other apps
- application replacement
- Migration strategy enabler
•  Oracle dBase optimised for short
term storage and long term
storage + Multi PTO oriented
datamodel
•  Tile architecture for “easy” scale
up
•  Taking in mind “maintenance and
process monitoring”
43
Benefits of working with interconnected LEAD templates
!  Ensure consistency with the project artefacts
!  All subject matter experts work in a standardized way
!  Ensuring cross integration of templates
!  Save time with templates.
!  Reusability, which is faster and less expensive
!  Enable better Governance
!  Faster to populate across various teams
!  Develop routine
!  Maintain consistency among various team members and artefacts
!  Immediately lift the artefacts to a maturity level 3 and 4
!  Develop a standard in the teams
!  Get things faster done
!  Maintain artefact consistency
!  Simplify updates and changes.
!  These templates can be used by the various
44
Service Performance Indicators
45
Business Function
46
Which LEAD Template to use:
1) Strategy Map
47
2) Balanced Scorecard
48
3) Performance Map
49
4) Measurement Matrix
50
5) Business Model
51
6) Process Model
52
7) Service Model
53
8) Operating Model
54
Objects related to Artifacts/Templates
55
Thinking in Layers and how the relate to each other
56
Understand the Layers and how they relate
57
LEAD Measurement Reference Content-Template
58
Agenda
Expectations
!  Conclusion
59
Conclusion (Take Away)
60
! 
Value driven ALM by applying interconnect
Enterprise Standards as reference content
! 
Important of working with Map, Matrix and
Model (LEAD templates) to link performance
and value expectations.
! 
Lead helps with the necessary layers filled in
! 
Back office apps are more easy realized in
an ERP system
! 
Scope should be frozen
! 
Agile can be used but…
! 
Maturity of organisation is key
! 
Lead helps and guides through the different
engineering processes
Questions?
Bas Bach
LEAD Enterprise Architect
Dutch Railway
Co-Chairman and Board of Director at LEADing Practice
Chairman of the LEADing Practice Railway User Group
Chairman of the Dutch SAP User Group (VNSG)
+31649355375
[email protected]
For more information:
See BPM Book von Rosing & Scheel
61

NS Value-driven Application Lifecyle Management.pptx

Transcription

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