building a globally integrated enterprise - ibm · pdf file09.05.2007 · building a...

2007 CIO Program

May 9 2007

Albert LiDirector, IBM Global Technology ServicesGreater China Industrial Sector

Building a Globally integrated Enterprise企業追求全球全面布局下 CIO在策略與執行上的戰略與戰術分享

© 2006 IBM Corporation2 CIO Forum on Globalization May 9, 2007

Agenda

Globalization impact on IT Operation

How IBM manages IT globally?

Moving forward to build a globally integrated enterprise

123


Common IT issues confronting companies in globalizationSupport International Engineering/Development– Prioritizing Product/Components internationalization requirements– Translation requirements– Distribution requirementsThrough generic growth/overseas branches:– Support of overseas operation without critical mass– Headquarters unfamiliar with local requirements and culturesExpand through M&A:– High IT expenditures in overseas subsidiaries– High cost and risk to separate IT from divesting company, and more

cost to integrate– Healthiness of IT system of acquired company

Strategic alternatives ofCentralized vs Decentralized business processesMaintain one Enterprise Architecture vs Diversified local IT systemsCentralized vs Confederation IT organization

1


Cost of IT in overseas companies are not to be underestimated US IT Spending Benchmarks For 2005

Global 2k-20k+)500-999

employees1,000-4,999

emp. 5K-19K emp.Global (2K-

20K+)IT Spend/ emp US$

Ave IT Spend/Rev

% Spend on existing sys

Manufacturing 2.80% 2.40% 1.90% 1.60% 6,274 2.10% 76.50%Primary Production 1.50% 1.20% 1.00% 0.70% 2,999 1.10% 72.00%Cons. Products 3.10% 2.90% 2.40% 2.00% 5,372 2.40% 75.50%Chems. & Petroleum 2.20% 1.80% 1.50% 1.10% 17,671 1.60% 76.90%High-tech 5.30% 4.40% 3.80% 2.80% 13,563 3.80% 77.30%Industrial Products 3.00% 2.50% 2.10% 1.50% 4,302 2.00% 79.90%Retail & Wholesale 2.80% 2.40% 1.60% 1.10% 1,727 2.00% 74.80%Retail 3.60% 3.10% 1.90% 1.20% 1,439 2.10% 75.10%Wholesale 2.00% 1.60% 1.20% 0.70% 2,936 1.70% 74.00%Business Services 4.10% 3.90% 3.50% 2.70% 6,836 3.70% 77.60%Trans. & Logistics 3.90% 3.40% 2.70% 1.90% 4,370 3.10% 78.20%Professional Services 4.50% 4.30% 3.90% 3.10% 8,996 4.20% 77.00%Construction & Engineering 1.80% 1.30% 0.80% 0.50% 2,724 2.00% 83.10%Media, Entertain & Leisure 2.50% 2.50% 3.10% 3.70% 4,354 2.90% 74.20%Utilities & Telecom 2.40% 3.50% 2.80% 3.80% 14,627 3.40% 74.20%Utilities 2.20% 2.10% 1.80% 1.40% 7,985 1.90% 72.20%Telecommunications 5.80% 5.30% 4.70% 4.10% 18,469 4.30% 73.10%Finance & Insurance 8.30% 6.90% 5.40% 4.70% 21,396 6.80% 71.00%Financial Services 8.80% 8.70% 7.80% 6.20% 29,498 8.20% 72.70%Insurance 4.20% 4.00% 2.90% 1.70% 7,677 3.30% 70.70% Public Sector 5.70% 5.30% 4.00% 3.30% 5,187 5.00% 74.50%Public Services 5.60% 5.20% 3.60% 2.50% 2,512 4.90% 78.60%Government 5.70% 5.40% 4.40% 3.40% 12,498 5.00% 79.00%Overall 4.00% 3.80% 3.60% 3.50% 5,753 3.60% 75.20%

Source: Forrester Research May, 2005


IT Expense to Revenue Ratios for large Multi-Nationals are even higher

4.4%4.1% 4.1%

4.6%4.2%

2.5%

3.0%

3.5%

4.0%

4.5%

5.0%

5.5%

6.0%

2002 2003 2004 2005 2006 2007Gartner Peer Group

Gartner Group IT E/R % Peer Benchmark


1 FTE

1 FTE 1 FTE 1 FTE 1 FTE 1 FTE

1 FTE

CIO

Global IT Infrastructure

DirectorGlobal Enterprise Solutions Director

Global IT Planning & Operations

Director

IT Controller

IT HR mgmt

Admin.

EU IT Director

NA IT Director

Taiwan IT Director

ASEAN IT Director

Regional Tech Heads

Regional BusinessSolution Heads

ROWIT Director

Regional Business Solution

Head

Regional Tech Head


Head

Regional Tech Head


Head

Regional Tech Head


Head

Regional Tech Head


Head

Regional Tech Head

1 FTE

1 FTE

1 FTE

3 FTE3 FTE

3/2 FTE

1 FTE

1 FTE

Global Technical

Architect(s)

Data Center Manager(s)

Global Solution

Architect(s)

Sample Global IT Organization Structure


Cost of running a multi-national corporation is intrinsically high

HardwareServicesLaborSoftware

Source: Tivoli Commissioned IDC Study 1Q05

70% of 2005 CIO Budget is Labor

0

50000

100000

150000

200000

250000

300000

350000

2005 2006 2007 2008

AdministrationDevelopmentOperations

$$$$$

$$$

$$

$$$$$

Single Country Operation

Support second time zone

Network & Telcom

Corporate Governance

Integration costs

e/R

Revenue


Typical IT Requirements of global companies

Support a Worldwide mobile workforceNeed of resilient IT system to support multilingual operation– Round the clock accessibility and support– Global process to maintain process and data uniformity or consistency– Resilient Global NetworkFlexible IT system to meet local requirementsSupport Product InternationalizationSupport integrated global account managementGlobal user relationship managementGovernance process to guide IT prioritiesOpportunities– Deliver selective IT activities from low cost countries– Selective Outsourcing to lower IT costs


Sample IT Separation Requirements: having to deal with many legacy and mainframe based core applications

• Local HR Applications (Payroll & Personal PP DWH, WINCAS, CompuPersonal 2000)• Local MES Applications (FACTS, QMS, PTM, MES, etc.)• Etc.

Applications already

transferred to us (68)

• Continue leasing for business benefit (4)• R&D / PDM – TOCOM (ALL), INFLUE (EU)• HR – SIP 2000, JUNON

Lease from Service Provider Or Buy

(11)

• Continue leasing due to Sales Agent Contract and Business Model with divestor (8)• Marketing & Sales (Front End) - RCASupport.com, ThomsonNetwork.com, Vignette etc• Services – SCAN (US), PD (US), CPL(US), ECSS(EU)

Replace with our owned IT

(30)

• Marketing & Sales (Back End) – SAP SESAM(EU), OSB (US)• Logistics – SAP SESAM, Transnet, GITS, 2TS, WMS (Yantra) (US), WMS (OSB) (US)• Manufacturing - SAP JAZ• Procurement / Sourcing – SRM (ALL), IMR (US)• Finance / Accounting – SAP SESAM, M&D, SAP JAZ• Supply Chain Management - SCM Suite (DP(i2), TS2, SCDB) (EU), SCM i2 Suite (DP(i2),

SCP, DF/HA, ASW) (US)• Strategic Enterprise Management – Hyperion (ALL), Magnitude (ALL)• Business Intelligence – BI EU (Oracle DWH, Oracle Express, Oracle Staging/ODS, Business

Object, Informatica), BI US (Oracle DWH, Business Object, Essbase, Prism, Informatica), CAP(EU)

• Others - GKX/ Domino (All), GXS (US), TradeXpress (EU), EH&S

Cen

tral

(45)

Loca

l (6

8)

Retire Immediately

from FY05 (4)

• Procurement / Sourcing – Easy Source• Finance / Accounting – KTV Cashflow (EU) • M&S, Business Intelligence – BST (EU)


Typical IT Merger Project Approach

1. Establish IT Program Office

2. Assess Current

Environment

3. Identify Quick Wins

4. Develop Interim Solution

5. Design Target Model

Environment

6. Formulate Transition Plan

IMPLEMENTATION

7. Develop IT Change Management Program & Recommend Merged IT Organization

0. M&A Strategic Positioning Assessment

Pre Deal Post Deal

Financial reporting/treasury operations can be identified here as potential solutions to address areas of concern


Typically would start with some quick wins to simplify End UsersSupport and System Management

TWHCP1M1/HCP/

DEWET2M1/DEP/PLDS(NEW)

.com(Hsinchu)

pldsnet.com(Hsinchu)

InternetUsers

TWTPE2M1/TPE/PLDS

Intranet Network

USFRE2M1/USA/PLDS(NEW)

NLHOL2M2/HOL/PLDS(NEW)

NLHOL2M1/HOL/PLDS(NEW)

HUGYR1M1/HUP/(NEW)

DEWET2A1/DEP/PLDS(NEW)

Internet(Gyor)

Sametime Server(NEW)

Sametime Server(NEW)

HUGYR1A1/HUP/(NEW)

Internet(Wetzlar)

Internet(Fremont)

Internet(Hol-ETS)

Internet(HOL)

Internet(Taipei)

TWTPE2A1/TPE/PLDS

TWHCP1A1/HCP/

TWTPE1M1/TPE/

TWTPE1M2/TPE/

TWHCP2M1/HCP/PLDS

TWHCP2A1/HCP/PLDS

System Management PlatformIntegrated Mail System


But some IT Craft Out Projects can be most trying – demand uninterrupted business operation support during transition

PMO

Americas EMEA APIT HR Sales Supply ChainProcurement

Marketing Development TreasuryAccounting

FinanceTax

Real EstateOp Model Bus CtlsComms

Legal

Each Cadence layer has multiple sub-groups

Lenovo Sales Team Sales Operations Sales Comms Contract Assignment Business Partners PartnerWorld(BP Marketing)

Web Dotcom (telesales) Global Alliance Execs Commissions & Incentives Cust Support MSA

Financial Items

Briefing Center

Example: Sales

Sales Coverage & Alignment Work Location Planning Sales Center Processes DAC support contract splitting MAX – IT infrastructure

Channel Expense & Planning Employee Purchase Plan Special Handling Accounts MSA/TSA Management System

Layer 1

Layer 2

Layer 3


Definitions of Critical Success Factors:IT Infrastructure Availability and Performance:

– Connectivity between IT applications, system availability for users and overall speed of execution

IT Application Availability and Performance– Summary of problem definition and closure by severity level– Access, data and functionality of applications for both IBM & Lenovo

Business Transition– Success of Lenovo transition for first 17 countries based upon operational timelines established by the business units – Examples:

• -Ability to take an order via websites (1-2 days)• -Ability to produce orders (ramping to production volumes - 1 week)• -Ability to pay suppliers (30-45 days)• -Posting to general ledger

Customer Relations & Satisfaction– The overall "climate" of the Customer in relation to Complaints/Triage cases surrounding the transition

6 hours ago NowCritical Success Factor

Asia Pacific

EMEA Americas

WW Asia Pacific

EMEA Americas

IT – Lenovo GreenGreenYellowGreen

YellowIT – IBM

RedRedGreenGreen GreenYellow

GreenRed

Green GreenRed

Green

Green Green Green GreenYellowYellow

Green Yellow Yellow

Business Transition Yellow Yellow YellowCustomer Relations & Satisfaction

Yellow

WW

Yellow Yellow

Example UCC Exec Report, 11 May 2005

WW E2E View By Critical Success Factor


IT transformation is key to IBM’s business transformationInternational Company Multi-National Company Globally Integrated Enterprise

ConsolidationProcesses bounded by functions

A B C

IntegrationProcesses extend across functions

A B C

On demandComponentized business models

A B C

IBM business today IBM business tomorrow

Driving common processes across lines

of business

Enabling e-business required end-to-end

integration across the value net

Enable flexibility to

address more

frequent evolutions,

faster implementa

tion, cost efficiency


Application and infrastructure standardsEnterprise development and deployment processTelecommunications globalization – Enterprise Global networkStandard client configurationsConsolidations and Centralized Management On Demand WorkplaceOut Source Internal IT Services thru IGS or GTS

Before128 CIOs

155 data centers

31 separate, private networks

Hundreds of client configurations

16,000 applications

Now1 CIO

13 data centers

One integrated, global network

Four standard configurations

6,682 applications

IBM’s IT Transformation Over Time


How IBM implements global IT

Organization Model that blends Business Transformation and IT

– Including standard IT Services and ProcessesAn Integrated Technology Delivery unit organized globally

– Services Definition based on Global Solution Architecture Repository

– Industry Standard Processes (Enterprise Operation Procedure)

An Architecture and Standards Office– Technology framework– Business and System Architecture– Data and Application Standards

Governance Processes to drive compliance

2


Market Planning IPD ISC Procure Fulfill CRM

PersonalComputing

Servers

Storage

Technology

Software

GlobalServices

GlobalFinancing

CU

STOM

ERS

SUPPLIER

SInitial Focus on Process Commonality -Vertical alignment


Re-engineer for End to End Integration

Market Planning IPD ISC Procure Fulfill CRM

CU

STOM

ERS

SUPPLIER

S

PersonalComputing

Servers

Storage

Technology

Software

GlobalServices

GlobalFinancing


IBM’s Globally integrated organization model supporting business transformation and IT alignment

CIO: Enterprise strategyPortfolio managementArchitectureBusiness information

Emerging technologiesOn demand collaboration Lifecycle mgmt / ops efficiency

PTEs: Enterprise processTransformation strategy, roadmapsTransformation initiativesProcess managementLifecycle / ops efficiency

Business Transformation/IT roles & responsibilities as a globallBusiness Transformation/IT roles & responsibilities as a globally integrated teamy integrated team

PTEs

BTEs

CIO

Geos

IGA

BT/IT Geographies/IOTs: Close to clientsBT/IT requirementsProcess integrationBT/IT issues, improvements

BTEs: UnitsUnit-specific transformationBT/IT requirementsLifecycle / ops efficiency

IGA: Service providerProject Office for global servicesIT project management, application development / maintenance Infrastructure services Business consulting & transformation outsourcing services

CoEs Centers of Excellence: Core competencies

Support the entire GISFSubject matter expertiseEfficiency, scale and value


Global Integrated Delivery Model Leverage Remote and in-country Delivery Capabilities

Delivery Center Client site

Help desk Distributed client services

IT security Command center/data centermanagement

Application support

Data network management and support

Virus prevention and control

Hosting management

Software upgrades/ delivery

Voice network management and support

Asset management

Backup and recovery management

Desk-side support

Hardware asset refresh

Hardware repair

Hosting (Boundary Firewall)


Global Solution Architecture Framework

Organization

Service

Standard Offering

Process Technology

Service (What)Service Segment and ElementsSolution Selection Policies

Service (How)Service Designs

OfferingCross-IBM /cross-LOBSolutionsLife cycle -oriented

ProcessProcess (EOP) definitionsService Flow detailsIT Management Processes

TechnologyFunctional and Operational IT Infrastructure Components and MgtTechnology PoliciesSolution Impl. Guidance

OrganizationBusiness Components (Competencies, Service Lines)Delivery LocationsRoles and Skills


ServiceService Domain

Account ManagementClient Mgt Account Delivery Mgt Service Mgt

Asset ServicesAsset Mgt HW & SW Hardware Maintenance

End User ServicesHelp Desk Self Help Desktop Support

IMAC Refresh SW Distribution Server Systems Management

Server Management Server Planning SupportDB Subsystem Support Data Comm. Support

Middleware Support Batch Operation Appl. OperationStorage Management

Managed Storage Media ManagementPrint (Output) Services

Print Shop Print Management

Application Management ServicesDevelopment Maintenance

Enterprise Security ManagementInfrastructure Protection System Currency

Identity and Access Compliance and Regulatory

Basic TransitionTransition PO Transition Subprojects

Standard TransformationTransformation PO IT Transformation

AMS Transformation BTO Transformation e-bus. Transformation Cust. Transformation

Disaster Recovery (BCRS)Disaster Recovery

Infrastructuree-EIM e-ESM GSNI

Network Services(not defined yet)

Solution PolicyService

Service SegmentService Element

The Service Framework View

? Innovation/Best of Blue

LearningSolutions

Other Continued

IDC & GR In-FlightProjects

HR SolutionMidrange

ServerArchitecture

Account Management

Help DeskLocation

Data CenterStrategy

ServiceManagementBSM Service

Reporting

NetworkOutsourcing

PCSolutions

Value AddServices

AMSIncluding

1831Transition

ServerConsolidation

(SCON)

Print Shop

DR

AssetServices

DisasterRecovery

SecurityGovernance

Connectivityto IBM

Intranet

Call/ProblemChange

Value AddServices

IBMMgt Traffic

(GSNI)

Infrastructure

Mainframe Storage

End-to-EndTooling

Data NWto supportTransform.

CBO Compliance

CompetitiveMetrics

PlatformManagement

Blue Dollar

ITIL

Change LogContacts Feedback

End User Services

Network Services

Server Management Other

AMS

IBM Global IT Service Delivery Illustration


We offer same high quality and standardized services to our ClientsDesktop Management Service (DMS)

Protection

• Patch Management

• Security Compliance Check

Support

• Telephone Hotline Support

• Onsite Support• Network Traffic

Monitoring• Printer Install

Deployment

• Install/Move/Add /Change

• Software Distribution

Reporting

Standard Platform

Asset Management • Wall to wall inventory• Electronic inventory count

• Prepare OS Image for deployment

OA Out-tasking

• Monthly call Stats Report• Asset Inventory Report

• Security Compliance Report

• Projector Setup• Telephone

Conference Setup• Printer Toner

Change4

1

3

2


Same capabilities offered to support our Clients’ infrastructure

Data center consolidation – 5 domainsSystem consolidation Server consolidation

Data Integration Application Integration

Storage consolidation

• Adopt logical sub area to consolidate several -servers

• Adjust the environment based on integration requirement, ie. NW Environment

L1

L2

L3

L4

L5

L6

S1

S2

S3

S4

• Adopt big stable server to replace several small servers

• Keep original infrastructure and application structure, ie. Unix/ Windows

A1

A2

A3

S5

• Application and data migrate to new platform

• Load balance should be considered during application deployment

D1

D2

D3

New data

• Cleanup reduplicate data

• Data Management

S1

S2

S3

S1

S2

S3

• Independent storage Integration, ie. SAN storage NW technology

• Define new backup strategy

• Improve service level

• Reduce TCO

L2L1

L4L3

L6L5


The Global Solution Architecture links service descriptions and process definitions end-to-end with technology architectures and organizational components.

The content of the Global Solution Architecture is assembled from various existing global initiatives in Europe, the Americas, and Asia Pacific.

The Global Solution Architecture Repository (GSAR) captures the Global Solution Architecture content and provides the right framework and delivery environment to the Global IT Delivery stakeholder communities.

Over 1000 documentsComprehensive linkageClassified according to

• Geographic Applicability• Delivery Capability

What is the Global Solution Architecture Repository?


GSAR Document Model

Service Element

Process

Service Flow

Technology

Job Role

Skill

Service Rule Catalog

Location Type

Log. Data Model

Operational Domain

Solution Impl. Guidance

Non Funct. Req

Customer Support Material

Customer Wants& Needs

Solution Sel. Policy

Service

Technology Policy

Cost File

Component Domain

Service DetailService (“What”)

TechnologyProcessOrganization

Service(“How”)

Organization

Service

Offering

Process Technology

Viewpoints

Process Domain

Information Model

Service Segment

Operational Model

Service Design

Business Component

Model

Organizational Deployment

Unit

Use Case Model

Component Model


Work Product for each service delivery can be constructed


Support and Operation Delivery and Strategy Own and MaintainHandle User Requests

= ITIL® Service Desk

Handle and Control Incidents - Handle Major Incident= ITIL® Incident Management

Handle and Control Problems= ITIL® Problem Management

Control ConfigurationsControl Inventory - Track Inventory

Control Software Licenses - Track Software LicensesPerform Wall-to-Wall Inventory

= ITIL® Configuration Management

Handle and Control Changes= ITIL® Change Management

Support Releases= ITIL® Release Management

Control IT SecurityPerform User Administration= ITIL® Security Management

Control Backup and Recovery= ITIL® ICT Infrastructure Management

Handle ProcurementCoordinate IMACsSupport Deskside

Handle Inventory Logistics= Alignment to ITIL® Configuration Management,

Change Management

Control Service LevelsControl Suppliers

Provide Service Delivery Measurements and ReportsHandle Customer Satisfaction with Service Delivery

= ITIL® Service Level Management

Control Service Delivery Costs= ITIL® Financial Management

Control Availability= ITIL® Availability Management

Control CapacitySupport Performance

= ITIL® Capacity Management

Control IT Continuity= ITIL® Continuity Management

Handle Service RequestsControl Technology Strategy and Refresh

Handle Delivery Plans and Standards= Alignment to ITIL® Change Management, Service Level Management, ICT Infrastructure Management

Run and Monitor Operations - Support DatabasesControl Batch OperationsControl Print EnvironmentControl Tape Operations

= Alignment to ITIL® ICT Infrastructure Management

Support Hardware - Support Hardware FacilitiesRegulate the Physical Environment

Handle Education RequirementsHandle Skill Requirements

= Added value to ITIL®

Supervise and Control Processes

PerformProcess

Deployment

Realize Service Delivery

Solutions

CommonSub-

Processes

Added value to

ITIL®

Serv

ice

Mgm

tSu

ppor

t & S

ecur

ity M

gmt

ITIL ® is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office

Serv

ice

Mgm

tSu

ppor

t & S

ecur

ity M

gmt

IBM Global Services – Service DeliveryIT Infrastructure Process Framework


Sample “Backup & Recover” EOPOperational Processes Operational Process (Subprocess Name if Appropriate)

Input from Control Backup and Recovery

Output from Operational Process

Handle and Control Incidents

Open incidents from testing Status of incident

Supervise and Control Processes (via the call to the Perform Ongoing Process Activities and Perform Ongoing Request Handling common subprocesses)

• Request to assess, size, and implement required process improvements

• Request to handle any process compliance issues

Request completed

Common Subprocesses Common Subprocess

Input from Control Backup and Recovery

Output from Common Subprocess

Address Day-to-Day Process Issues (via the call to the Perform Ongoing Process Activities common subprocess)

Details of any day-to-day process exceptions

Actions taken as required to resolve day-to-day process exceptions

Analyze Completed Requests (via the call to the Perform Ongoing Request Handling common subprocess)

• Closed backup or recovery requests

• Control Backup and Recovery process measurements and reports

• Root Cause Analyses for any negative process trends

• Process trend analysis • Documented requirements for

process improvements • Documented process compliance

issues Conduct Testing Test Plan • Request record updated to reflect

testing results • Incident record raised if testing

was unsuccessful Handle Service Entitlement Failure

Details of entitlement failure (for example, a customer requested a backup or recovery service to which they are not entitled)

Entitlement failure resolved: • Alternative entitled service

accepted, or • Original request honored, or • Request canceled


Objective and Target audience of Architecture and Standards


Enterprise Architecture and Standards


Application and Data standardization


… Application and Data Standardization (continues)


IBM Business Transformation/IT continues to deliver profitable Growth and Productivity Gain

MAPOnTARGETGAP InitiativeDevelopment ProductivityServices Delivery AlignmentIndustries StrategyEmerging Markets Strategy

Cross-Brand SolutionsWorkforce Management InitiativeProcurement World ClassXcceleratorHuman Resource Management System

Leveraging SAPGlobal Partner PortalOptimizing Our Sales Forceibm.comMulti-Brand EnablementSOA+

Trusted Source InitiativeVoice Over IPOpen Source EnablementTechnology Adoption ProgramValues AlignmentValues-based Leadership

22% 22% 24% 27% 30%

2001 2002 2003 2004 2005Transform Run

%

%

%

%

2001 2002 2003 2004 2005


* 1995-1996 As Reported; 1997-2004 Continuing Operations; 2001-2006 includes Equity Compensation** Excludes Special Actions

Evidence of Our Transformation Success


Global IT Operation Considerations

Foundation for IT Globalization Success– Structured– Optimized– Standardized

3

StructuredIT Processes DefinedOrganization Roles &

Responsibilities

OptimizedScalable ArchitectureSecuredCapabilitiesHeadquarters vs

regional resources

StandardizedTechnology & ToolsIndustry Standards ComplianceArchitecture & Standards


Some suggestions

Develop an IT organization model appropriate to your Business– Reference IBM’s Component Business Model for Business of IT

to identify IT activities• What should be out-tasked• What should be Centralized instead of delegated• What should be ex-centralized, i.e. shared services

Transform IT from Services Delivery organization to focus on– IT Services Management– Enterprise Architecture Stewardship– IT Governance– Selective Competence development (for core activities)

Embark on global IT Transformation program– SOA enablement– Central delivery of selective services– Formation of Architecture Board


Component Map for the Business of IT provides a framework of IT tasks rationalization

Service and Solution

Development

IT Customer Relationship Management

BusinessEnablement

Service & SolutionStrategy

Business Performance

Planning

DemandManagement

CommunicationsPlanning

IT Business Management

Business Resilience


Deployment

Direct

Control

Execute

Information and Knowledge

Management

Service Delivery and

Support

SupportServices Planning

Infrastructure Operations

InfrastructureResource

Management

Support ServicesManagement

InfrastructureResource Planning

OperationsPlanning

Deployment Strategy

EnterpriseArchitecture

PortfolioManagement

Financial Management

Business Technology

Performance & Value

Human ResourcesManagement

IT Financial Management

Staff Administration& Development

Supplier and Contract

Administration

Business Technology

Strategy

TechnologyInnovation

InformationManagement

Strategy

Information Architecture

KnowledgeManagement

Strategy

KnowledgeResource

Management

InformationResource

Management

Business Resilience

Strategy

Continuous Business

OperationsRegulatoryCompliance

Integrated Risk Management

Security, Privacy& Data Protection

Regulatory Compliance Remediation

Business Resilience

Services and Solutions Lifecycle

Planning

Service and Solution Creation

Services and Solutions

Architecture


Maintenance

DevelopmentStrategy

Regulatory Compliance

Strategy

Integrated Risk Strategy

ServicesDelivery Strategy

IT SupportStrategy

ChangePlanning

ReleasePlanning

Knowledge CaptureAnd Availability

Data and ContentManagement

ChangeImplementation

ReleaseImplementation

IT Services andSolution Marketing

Business PerformanceManagement

C111

C121

C122

C123

C131

C132

C231

C232

C233

C223

C222

C221

C214

C213

C212

C211 C311

C312

C313

C321

C322

C323

C324

C331

C332

C411

C412

C421

C422

C423

C431

C432

C531

C532

C522

C521

C511 C611

C622

C621

C631

C632

C711

C712

C721

C722

C723

C731

C732

C733


Plan and ManagePlan and Manage BuildBuild RunRun

Service andSolution

Development

IT Customer Relationship Management

BusinessEnablement

Service & SolutionStrategy

Business Performance

Planning

DemandManagement

CommunicationsPlanning

IT Business Management

BusinessResilience

Service andSolution

Deployment

Directing

Controlling

Executing

Information andKnowledge

Management

Service Delivery and Support

SupportServices Planning

Infrastructure Operations

InfrastructureResource

Management

Support ServicesManagement

InfrastructureResource Planning

OperationsPlanning

Deployment Strategy

EnterpriseArchitecture

PortfolioManagement

Financial Management

Business Technology

Performance & Value

Human ResourcesManagement

IT Financial Management

Staff Administration& Development

Supplier and Contract

Administration

Business Technology

Strategy

TechnologyInnovation

InformationManagement

Strategy

Information Architecture

KnowledgeManagement

Strategy

KnowledgeResource

Management

InformationResource

Management

Business Resilience

Strategy

Continuous Business

Operations

RegulatoryCompliance

Integrated Risk Management

Security, Privacy& Data Protection

Regulatory Compliance Remediation

Business Resilience

Services and Solutions Lifecycle

Planning

Service and Solution Creation

Services and Solutions

Architecture


Maintenance

DevelopmentStrategy

Regulatory Compliance

Strategy

Integrated Risk Strategy

ServicesDelivery Strategy

IT SupportStrategy

ChangePlanning

ReleasePlanning

Knowledge CaptureAnd Availability

Data and ContentManagement

ChangeImplementation

ReleaseImplementation

IT Services andSolution Marketing

Business PerformanceManagement

Ope

ratio

nsO

pera

tions

Tact

ics

Tact

ics

Stra

tegy

Stra

tegy Strategy, overall direction and policy

Monitoring, managing exceptions and tactical decision making

Doing the work

Enterprises can use CBM for BoIT as reference framework to organize IT activities globally, and determine in-source versus out-source


How it works: IT Effectiveness ($ spent, HC and User Sat.) and Strategic (Differentiated Advantage)


IT Governance and Management System

IT Direction

Solution Development

Solution Deployment

IT Customer Relationships

IT Operational

Services

IT Administration

A31 IT StrategyA32 IT Research and InnovationA33 Architecture ManagementA34 Risk ManagementA35 IT Portfolio ManagementA36 Program and Project Management

A11 IT Governance and Management System FrameworkA12 IT Governance and Management CapabilitiesA13 IT Management System OperationA14 IT Governance and Management System Evaluation

A21 Stakeholder RequirementsA22 IT Customer Transformation Management A23 Service Marketing and SalesA24 Service Level ManagementA25 Customer Satisfaction

A51 Change ManagementA52 Release ManagementA53 Configuration Management

A71 Compliance ManagementA72 Security ManagementA73 Availability ManagementA74 Capacity ManagementA75 Facility ManagementA76 IT Service Continuity

A41 Solution RequirementsA42 Solution Analysis & DesignA43 Solution BuildA44 Solution TestA45 Solution Acceptance

IT Resilience

A81 Financial ManagementA82 Asset ManagementA83 Supplier Relationship A84 Service Pricing and Contract A85 Workforce ManagementA86 Knowledge Management

A61 Service ExecutionA62 Data ManagementA63 Event ManagementA64 User Contact A65 Incident ManagementA66 Problem Management

Software Engineering

Industry standard on ITSM (ITIL)

IT Governance

Industry Standard on IT/Biz alignment &

Audit (CobiT)

IT Management at Global Companies focus increasingly on IT Services Management of these Domains (IBM’s PRM-IT Framework)


Conclusion: Changing role of the CIO

Standardization

Stove-piped

IT project milestones

Back office

Infrastructure centric

Cost justification

Presides over IT

“CIO 2.0”“CIO 2.0”

Apply technology to deliver business value

Enable collaboration and innovation

Lead enterprise transformation

Client-centric management system

Role-based enablement

Client-centric management systemGlobally integrated


Business benefit delivered


“Outside in”


Process focused


Value realization

Client-centric management systemKnows the business


Thank You


I'm in G3. There's a printer in G5.

"Click"...done. GPWSFinds PrintersDelivers / Updates driversConfigures driversInstalls Printer IconsDelivers, updates and configures print clients

Simplifies Printing

Complexities

GPWS - Printer Installations – The Global Print Solution

Simplifies printing for end usersSingle source for output device informationFewer calls to the HelpdeskReduced IT deskside support visitsLower support costs


Workstation Security Tool supports ITCS300 security standard

Items inspected regularly• 开机口令• 硬盘加密口令• 屏保口令• 防病毒程序的安装、运行及病毒库的更新• 个人防火墙的安装与运行• 文件共享的限制• 邮件数据库的加密• OS的用户账号管理

Automatically run by WST• 硬件配置

• 所安装的软件


Workstation Security Tool sample screen


IBM Standard Software Installer (ISSI)

Supports Windows and Linux clientsSelf-updatingPerforms authentication and entitlementPerforms basic prerequisite checks (OS version, temp/install space)Selects staging serverDownloads package code to perform additional prerequisite checks before downloading product sourceUp-front prompting followed by automated installationByte-level checkpoint restart capabilityDeferred installation support

building a globally integrated enterprise - ibm · pdf file09.05.2007 · building a...

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