Strategies for Migrating Government Legacy Enterprise Applications to the Cloud Using Business Architecture
Presentation made to a large information services company
Website: http://biz-architect.com/ Email: [email protected]
Phone: +1-514-798-2042 x2010 Benchmark Consulting Canada Copyright 2016– All Rights Reserved
2016-02-15
1. The Urgency of Modernizing Legacy Systems slide 3
2. The Cloud. What? Why? How? slide 8
3. Business Architecture slide 15
4. Strategic Mapping slide 23
5. Capability Mapping slide 29
6. Stakeholder/Organization Mapping slide 33
7. Value Mapping slide 38
Presentation Overview8. Process Mapping slide 42
9. Information Mapping slide 46
10. Initiative and Asset Mapping slide 49
11. Extracting Business Rules from Legacy Systems slide 54
12. Other Issues with the Cloud slide 59
13. Examples from the Guild slide 60
14. Government Example: USPTO slide 65
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Section 1The Urgency of
Modernizing Legacy Systems
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Transforming Legacy Systems: It’s Happening Now
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“By 2017, 60% of Global 1000 organizations will execute on at least one revolutionary and currently unimaginable business transformation effort, which will involve throwing out old business models, old processes, and old information sources for new ones involving usually the cloud in some way.”
- Betsy Burton
Source: this video entitled “Applying Business Architecture to Lead Business Transformation” with Betsy Burton from Gartner and published on July 31, 2014.
Reasons to Modernize Legacy Systems
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• Key employees have retired or are about to leave• Operation and maintenance costs are high• More and more users complain that the legacy
system is hard to use• Business Process have changed• There’s no tight integration with future
applications• It’s not mobile ready
Source: this article entitled “Why Legacy IT is a Government Time Bomb” written by Mark Rockwell and published on November 16, 2015.
Yet Many Legacy Systems Are Here to Stay
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• Not every legacy system needs to be replaced• COBOL in particular is unmatched in supporting
large volumes of transactional data• Replacing legacy systems’ core business logic is
both costly and risky. • Legacy Systems often needs to work along with
the cloud
Which one should stick around? Which one should not? In what order?
Source: “IT Modernization Strategy: Reuse Rather than Replace” written by Ed Airey and published on March 18, 2015.
Managing Legacy Software Modernization
Business Architecture
- Capabilities- Organization- Values- Information- Initiatives- Strategies
- Products- Stakeholders- Assets- Requirements- Process- Measuring
Evolution &Impacts
- Requirements- User Stories- Schemas- Agile Methodologies
Business Architects
Business Analysts
Code Analysis- Recover & Understand- Extract Business Rules- Agile Methodologies
Software/Application Architects
- Tests- Documentation (basic)- Evaluate Impacts of Changes
- Design & Software Architecture- Software Code- Documentation (advanced)
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Section 2The Cloud. What? Why?
How?
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What is the Architecture of the Cloud?
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• Everyone has their own opinion• One differentiation is Public, Private, Hybrid• Another is Infrastructure as a Service (IaaS),
Platform as a Service (PaaS), Software as a service (SaaS)
• One perspective is that the cloud is a new ‘sourcing’ strategy
• Here’s a more independent view: the National Technical Information Service (NTIS)
Government Cloud Computing Reference Architecture
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Source of the NIST (a US Agency) Cloud Computing Reference Architecture: http://cloud-perspectives.com/?slide_id=111
Government Cloud Consumers/Citizens
Benchmark Consulting Canada Copyright 2016 – All Rights ReservedSource: the NIST (a US Federal Agency) http://www.nist.gov/
Public, Private, Hybrid Cloud
Benchmark Consulting Canada Copyright 2016 – All Rights Reserved Source: Wikipedia https://commons.wikimedia.org/wiki/File:Cloud_computing_types.svg
What Does the Cloud Mean to You?
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
to IT ….. to managers …..
What Should the Cloud Strategy Be?
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
To answer this, we first need to answer several other questions.o How does it relate to the business strategy?o What capabilities are involved?o How will it affect stakeholder interactions?o What organizational units will be involved /
affected?o What will the costs / benefits tradeoff be?o How will we prioritize a roadmap and plan?
As an architect, how do we go about answering these questions?
Section 3Business Architecture
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• 66% of HR and IT organizations develop strategic plans that are not linked to the enterprise strategy.
Sources: the first 2 bullets are derived from The Strategy-to-Execution Process: A Critical Component of Transient Competitive Advantage in the European Business Review on November 7, 2013 and the last bullet is derived from various additional studies made by Towers Watson, Harvard Business Review, and McKinsey & Co.
Today’s Business Disconnects
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• 95% of employees in most organizations do not understand their organisation’s strategy
• Only 25% to 30% of business transformation initiatives are successful over the long term
Today’s IT vs Business Disconnects
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Sources: http://image-store.slidesharecdn.com/3b0f9b75-76aa-4898-91e9-11fddf6c4911-large.jpeg.
How users see IT and developers
How IT and developers see users
Business architecture is defined as “A blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands."
- BIZBOK® Guide, slide 1
The Business Architecture Definition
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Business Overview According to Business Architecture
Figure 1.1 of the BIZBOK® Guide on slide 2Benchmark Consulting Canada Droit d’auteur 2016 – Tous droits réservés
Information Maps
Strategy MapsStakeholders
Maps
Organization Maps
Initiative Maps
ProductMaps
Asset Maps
Value Maps
Capability Maps
Process Maps (BPM)
Requirements Maps
BusinessArchitecture
The BIZBOK® Maps of Business Architecture
Source: Figure 1 in the article entitled “Increase your Transformation Success Rate with Business Architecture” in LinkedIn on April 21, 2015. Benchmark Consulting Canada
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Business Architecture Stops Business Silos
Source: figure in the article entitled “Beware the Business Silos! Fun Cartoons, Plus Helpful Solutions” in Tibbr on March 9, 2012
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Stopping IT Silo Effect with Business ArchitectureEnterprise Architects
Business Analysts
Process Experts
Software/Appli-cation/IT/Network
Architects
Business Architecture
Section 4Business Motivation
Model / Strategy Mapping
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Business Motivation Model
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
The Business Motivation Model answers key business questions:o Why are we doing this cloud initiative?o How will we know if it’s working?
What is the impact on our decisions with the cloud?
Which tactics can best be implemented where? How will they need to integrate together?
Will the cloud make it more or less difficult to measure success?
Business Motivation Model
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Source: From the BMM and TOGAF 9.1 toward SOA - capitalizing on the Business Capabilities - http://goobiz.com/From_BMM_to_SOA.htm
Business Motivation Model Subset
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
Other Strategy Map Methods: SWOT Analysis & Balance Scorecard
Source: http://picgalaxy.net/swot-analysis/ Source: http://blog.bizzdesign.com/business-performance-management-balanced-scorecards-and-the-decision-model/
Balance Score Card
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Other Strategy Map Methods: Business Model Canvas
Source: http://bmimatters.com/tag/business-model-canvas-examples/ Benchmark Consulting Canada Droit d’auteur 2016 – Tous droits réservés
Section 5Capability Map
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Detailed Capability Diagram (Level 1 & 2)
Source: Business Architecture in a Merger & Acquisition Context – Part 1
Capabilities and the Cloud
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
Strategic or Direction Setting (Top)o Provide differentiation or set directiono Reflect executive prioritieso Could you run these in the cloud?o Would you if you could?
– What are the decision criteria?
Supporting (Bottom)o Abilities that an organization must have to function as a
businesso Traditional targets for outsourcingo Cloud is a good alternativeo Why would you not move these to the cloud?
– What are the decision criteria?
Core Capabilities
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
Value Add, Core (Middle)o The heart of what an enterprise does to ensure viability and
thrive in the marketo Can be thought of as a customer facing view of the business
Which ones are critical to success? How comfortable are we with them in the cloud? Could we
do them better ourselves? How do they have to work together?
o End-to-end value streamso Information integration
What are the implications? How do we make a decision?
Section 6Organization/Stakeholders
Map
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Source: Business Architecture in a Merger & Acquisition Context – Part 1
Apple Republic Org Chart (level 1 and 2)
Source: Business Architecture in a Merger & Acquisition Context – Part 1
Org Chart with Capabilities (Level 1 only)
Organization/Stakeholder Analysis
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
The interaction with each stakeholder can be expressed in a value stream. There will usually be several value streams for each stakeholder. Analysis of the stages of a value stream provide insight into the
opportunities for new interactions via the cloud (e.g. mobile devices, social networks) and to evaluate the potential value (internal & external).
Having identified beneficial areas for new interaction, we then identify the new capabilities that we need to support them.
Each affected stage of the value stream may require one or more new capabilities.
Of course, many of these capabilities would be common for multiple value streams and multiple stakeholders.
For each new or enhanced capability, there is a need to identify different sourcing options. Some capabilities may be available from the cloud, some as commercial off-the-shelf (COTS) products, and others as customized implementations.
Organization Maps
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
How will the cloud affect organization structure? What might a new organization structure look like? What will the political implications be? Do the organizations have the skills to source via the
cloud and manage those apps? How do you avoid silos and redundancies?
Section 7Value Maps
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Value Streams Diagram
Source: Business Architecture in a Merger & Acquisition Context – Part 1
Value Stages to Capabilities
Source: Business Architecture in a Merger & Acquisition Context – Part 1
About Value Streams & Value Stages
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
Value Streams tell us:o ‘How’ things are done for a specific stakeholder and scenarioo How different processes fit together to support a stakeholdero What information must be shared between processes
‘Stages’ of a value stream require specific capabilities Stages of a value stream may be implemented by processes Value Streams identify capabilities that are critical to the
delivery of value (satisfaction) to our most important stakeholders.
Value Streams tell us about the integration requirements of capabilities, processes and information and about an organization’s decision to source on the cloud.
Section 8Process Maps
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Process Model – Internal Activities
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
Process Model – External Activities
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
Business Processes in the Cloud
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
Move entire process to the cloud Source some of the tasks from the cloud What does that mean?
o Loss of control– Collaboration versus Coordination
o Data integration and transformationo Visibilityo Activity Monitoring (BAM)o Auditing and Reporting
Section 9Information Maps
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Information to Capabilities Linkage
Figure 2.5.2 of the BIZBOK® Guide on slide 162Benchmark Consulting Canada Droit d’auteur 2016 – Tous droits réservés
Enterprise Information Concerns
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
What is the critical enterprise information? How is that information characterized and classified? What information is critical to efficient end-to-end
integration? What information are you comfortable keeping on the
cloud? What information are you comfortable having under the
control of another business? How much integration / transformation will be required for
consistent and efficient end-to-end interactions? What information semantics do you need to own?
Section 10Initiative Map & Asset
Map
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Initiatives Diagram
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Initiatives Diagram
Source: Business Architecture in a Merger & Acquisition Context – Part 1
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Initiative Roadmap Example
Source: Business Architecture in a Merger & Acquisition Context – Part 1
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Assets Map & Linkage to Other Maps
List of Assets complying to TOGAF
List of Business Architecture Map Compliant to BIZBOK
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Section 11Extracting Technical
Artifacts, Business Rules & the Application
Architecture from Legacy Systems
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Technical Artifacts and Key Business Benefits
Extracted Assets Quality Characteristics Business Benefits Application
Architecture Functionality
Duplication Supported Business
Capability Data and Control Flows Architectural Issues Revenue Generated Business Logic Logic Complexity Market Growth
Potential Code Metrics Code Weaknesses Cost Saving
Defects Lower Risk
Technical Artifacts
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High Level Extraction Process
Code Model
Conditions of Interest
Conceptual Model
Business Rules
Business Object Model Business Rules
IRIS Code Analyzer
Source Code
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How Do We Find Rules?
• Data-driven approach• Based on the usage of Database fields (what we
call Variables of Interest (VOI)) in Conditions of Interest (COI)
• Can filter based on those (implement in stages)• Uses both control and data flow (program slicing)
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Impacts of Proper Design and Analytical Software Code Usage
Extracted Assets Quality Characteristics Business Benefits Code Changes Code Changes Time-to-Completion:
Analysis Task Happen as Much as 90% Faster
Business Logic Extraction
Business Logic Extraction
Lower Cost: Less Time = Less Money
Code Re-Architecting Data Changes Accuracy: Automation Reduces Risk of Error and Improves Output
Data Changes Software Removal Software Removal
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Section 12Other Issues with the
Cloud
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Issues with the Cloud
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
Availability / Reliability Security Incident Management Accountability Semantics Integration Regulatory Compliance Visibility
Lock-In & Interoperability
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
What happens if you want to move to a different Cloud provider?o Mergers and Acquisitionso Out of businesso Poor performance (cost, SLA, technical)
Can you move to a new platform?o What level of features / functions have you used?o Is everything assessable through an API?o Are industry standards followed? Do they exist?
What about your data?o Can I get my data out at all?o How much is it going to cost to get my data out?o How much of my time is it going to take to get my data out?
Cloud relationships will come to an end. Have an exit strategy!
Business Decision Matrix
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Source: Applying Business Architecture to the Cloud slide Deck by Mike Rosen (June 2013) http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
Section 13Examples from the
Business Architecture Guild
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Examples from the Business Architecture Guild
Source: http://www.businessarchitectureguild.org/?slide=002
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Section 14The US Patent & Trademark Office
ExampleLeveraging Business Architecture for
Major Portfolio Initiatives and Business Requirements Management
Source: 1- http://www.omg.org/cgi-bin/doc?basig/2015-03-06 and 2- http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/31E9670C-D71F-44C0-BF8F-964DF37090E2/basig-14-03-18.pdf
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PaaS Cloud Transformation
Initiative
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PaaS Cloud Transformtion
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Avoiding Confusion in User Stories with Business Architecture
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Capabilities Stakeholders Value
The User Story of the Requirement “A-198”The Loan Officer(S1) wants to set(V1) the terms(I1) of the agreement(I2) to reduce(V2) the monthly minimal payment(I3) of its Personal Client(S2) who wants to Acquire a Loan(V3), involving decisions(P1) from a Loan Administrator (S3), a Loan Manager(S4) and a Contract Manager(S5) and involving the capability of Agreement Structuring(C1) and its children Agreement Terms Management(C2) to Approve a Loan(V4)»
• Agreement Structuring (level 3) (C1)• Agreement Terms
Management (level 4) (C2)
• Loan Officer (S1)• Personal Client (S2)• Loan Administrator (S3)• Loan Manager (S4)• Contract Manager (S5)
• Set the terms of the agreement (value item) (V1)
• Reduce the monthly minimal payment (value item) (V2)
• Acquire a Loan (value stream) (V3)
• Approve a Loan (value stage) (V4)
Information• Terms of loan (I1)• Loan Agreement (I2)• Monthly Minimal Payment
of Loan (I3)
Process
• Process B-231 – Change Terms of a Loan (P1)
Thanks!
IRIS Business ArchitectWeb site: http://biz-architect.com
Email: [email protected]: +1-514-798-2042 x2010
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