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Thoughts on IT Management

Thoughts on IT Management. Presented by: John Clark Cutter Associates, Inc. Reasons For Automation. Cost and efficiency Business scalability Business agility Competitive edge Service improvement Risk reduction. Technology strategy .

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Thoughts on IT Management

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  1. Thoughts on IT Management Presented by: John Clark Cutter Associates, Inc. 1

  2. Reasons For Automation • Cost and efficiency • Business scalability • Business agility • Competitive edge • Service improvement • Risk reduction 2

  3. Technology strategy • Implementation of systems without strategy/architecture plan will not be successful • Changes in the business model will be harder to implement • Lack of strategy often leads to fragmented and unconsolidated data • Lack of strategy leads to lack of processing flexibility • Lack of strategy leads to redundant processing in multiple applications resulting in higher cost of ownership • Tactical/silo solutions often result in higher business risk and the potential for costly errors 3

  4. Generic Technology Model • Guiding Principles • Support current and future products and services (business model) • Manage business and operating risk • Durable, scalable, extendable • Standards based • Systems architecture • Data management • Integration architecture • Application selection / development 4

  5. Generic Technology Model(continued) • Guiding Principles (continued) • Normalize • Try to do things one way and only one way • Data • Process • Consolidation of common functions • De-normalize in some cases • Less complexity • Efficiency • Speed 5

  6. Generic Technology Model(continued) • Guiding Principles (continued) • Link applications using planned integration strategies • Elimination of point-to-point interfaces • Middleware • Message based communication • Standard protocols (internal, external) • Application independent 6

  7. Generic Technology Model(continued) • Guiding Principles (continued) • Implementation principles • Differentiate between strategic and commodity functions • Buy before building • Build • Competitive advantage • No “buy” solution • Centralize and share services (data transfer, protocols) where possible • Non-standard application software may be acceptable • Compelling business case • Required to achieve competitive advantage • Economically viable • Minimal threat to overall stability and support • May result in multiple systems to address similar business needs 7

  8. Key Factors for Success • Executive sponsorship • Identification of business benefit (ROI) • Identification of stakeholders and getting them involved • Proper definition and scope • Cohesive project planning and implementation • Active project risk analysis and mitigation • Well designed ongoing support infrastructure 8

  9. Management Sponsorship • Executive sponsorship comes from the top • Be visible • Show commitment • Solutions must benefit the users and be marketed to them • A steering committee must be formed to guide the process 9

  10. Role of Steering Committee • Regular periodic meetings • Resolve issues across enterprise • IT vs business • Accept overall project direction and schedule • Facilitate timely decision making 10

  11. Role of Working Committees • Working committees can be formed under the steering committee • Will resolve issues pertaining to their specific area • Will include project staff, end-users and support staff • Issues not resolved by working committee will be escalated to Steering Committee 11

  12. IT Primer • Know the right questions to ask • Do not be intimidated by buzz words • Many times the one speaking does not fully understand what he/she is saying • The basic principals are logical and simple 12

  13. Technology Principles • Everything starts with the data • ‘Data Centric’ • Data is separate from the applications • Data is accessible independent of the applications • Result is more flexibility to add or replace business processing components 13

  14. Some Examples 14

  15. Changing footprints Type 1 Type 2 Type 3 Analytics Portfolio construction Generally weaker Than type 2 Restrictions Order Entry Trading Valuation/accounting Performance Measurement Attribution & Contribution Client Reporting 15

  16. Data Centric Model Fixed Trading Analytics Compliance Equity Trading Data Warehouse/Hub Web Server Risk Custody Reporting Books and Records 16

  17. Client Server • Beware • Can mean several different things • Fat client • Most of the business rules are in the PC and not the central server • High cost of ownership • Thin client • Runs in a browser (IE) • Lower cost of ownership • Remote access (virtual application) 17

  18. Generic Two-Tier Architecture - UI definition - UI widgets - Business rules - Imbedded SQL or DB layer - Windows 95,98,NT - VB, C++, PowerBuilder - MFC, Third party controls - COM Client Database - SQL compliant DB - Stored Procedures - Business rules & Processing - Data import/export - Reporting Unix, NT Sybase, Oracle, SQL Server 18

  19. Fat Client Client - UI definition - UI widgets - Business rules & Processing - Imbedded SQL - Windows 95,98,NT - PowerBuilder Database Unix, NT Sybase, Oracle, SQL Server - SQL compliant DB - Data import/export 19

  20. Questions & Answers 20

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