1 / 22

Architecture Class 5

Architecture Class 5. Feb 4, 2003. Topics. Ch. 6 from Pearlson ERP Technology Note en passant CISCO Systems Architecture Case. Figure 6.2 From strategy to business requirements. Biz. Req. Goal. Biz. Req. Strategy. Goal. Goal. Figure 6.3 From business requirements to architecture.

september-barlow
Download Presentation

Architecture Class 5

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. ArchitectureClass 5 Feb 4, 2003

  2. Topics • Ch. 6 from Pearlson • ERP Technology Note en passant • CISCO Systems Architecture Case

  3. Figure 6.2 From strategy to business requirements Biz. Req. Goal Biz. Req. Strategy Goal Goal

  4. Figure 6.3 From business requirements to architecture Arch. Req. Architecture Biz. Req. Biz. Proc.

  5. Figure 6.4 From architecture to infrastructure HW Spec. Func. Spec. SW Spec. Architecture Func. Spec. Data Protocol Interface Spec.

  6. Information System Components • Information systems have 4 basic components: • Hardware: physical components that handle the computation, storage and transmission of data. • Software: programs that run on hardware and enable work to be performed • Network: hardware and software components connected according to a common protocol to create a shared computing environment. • Data: numbers and text that the IT infrastructure performs work on.

  7. A Framework for the translation (See Figure 6.5a in text). • The framework for translating business strategy into an IT architecture begins with a simple overview of the current IS components, asking “what, who and where” for each. • For example, for hardware: • What hardware does the firm have? • Who manages, uses and owns it? • Where is it located? Where is it used? • Similar questions apply to the software, network and data components of the system.

  8. A Framework for translation(cont.) • The next step is to ask questions about the future IT architecture and infrastructure for the components of the system under development: • For example, for hardware: • Arch.: Does our strategy require thick or thin clients? • Infra.: What hard drives to we use on the thick clients? • Arch.: Who knows most about servers in the the firm? • Infra.: Who will operate the sever? • Arch.: Does out architecture require centralized or decentralized servers? • Infra.: Must we hire a server administrator for the Tokyo office?

  9. Examples of Architectures • Two examples of generic architectural styles are client/server and mainframe architectures. • Client/server architecture is an example of a type of architecture that is growing in use. • Because it is modular, it is easy to add additional servers to a client/server architecture. • Mainframe architecture has a central computer and is easier to manage in some ways because of this.

  10. BluntCo. fictitious case • The following fictitious case for BluntCo., a cigar clipper maker is intended to illustrate the process of creating IT architecture and infrastructure. • The process includes four steps: • Step 1: Defining the Strategic Goals • Step 2: Define Related Architectural Goals • Step 3: Apply Strategy-to-Infrastructure Framework • Step 4: Evaluate Additional Issues

  11. Step 1: Defining the Strategic Goals • Blunt Cos. business strategy is to respond to possible changes in demand by outsourcing clipper manufacturing. • The company’s strategic goals are as follows: • To lower costs by outsourcing manufacturing • To lower costs by clipper distribution • To improve market responsiveness by outsourcing clipper manufacturing • To improve market responsiveness by outsourcing clipper distribution

  12. Step 2: Define Related Architectural Goals • Consider the first goal: outsourcing clipper manufacturing. How can the company’s IT architecture support this goal? • It must provide the following interfaces to its new manufacturing partners: • Sales to mfg. partners: send forecasts, confirm orders received • Mfg. partner to sales: send capacity, confirm orders shipped • Mfg. partner to accounting: confirm orders shipped, electronic invoices, various inventory levels, returns • Accounting to mfg. partners: transfer funds for orders fulfilled

  13. Step 3: Apply Strategy to Infrastructure Framework • Translating the strategic goals to the architectural and infrastructural framework means asking the what, who and where questions discussed before. • For example, for the network: • Arch.: What is the anticipated volume of transactions between BluntCo and its manufacturing partners? • High volume may require leased lines to carry transaction data, dial-up connections may suffice for low volume (I.e., what’s the best leased line to use?). • Figure 6.7 presents a detailed list of questions.

  14. Step 4: Evaluate Additional Issues • The last step is to compare managerial considerations such as strategic time frame, technological advances, etc., with the architectural goals listed in step 2. • For example, regarding HR compatibility: • Arch.: The new model will displace some current human resources. BluntCo must analyze costs and the effect on morale. • Infra.: Current staff not familiar with EDI; must be trained, some new staff hired. BluntCo must analyze associated costs.

  15. ERP Tech Note • The Footprint

  16. ERP CANT help me, I’m special We CANT make the changes to make it work Managers Beliefs And if you make me… We’ll all die a horrible death

  17. Business Issues/ Considerations • Level of Standardization in Business Process • What are arguments each way? • Single Vendor or Best in Breed • Why do 60% of companies adopt best of breed • Project Staffing Model • Where does the staff come from? • Where does it go when you are done?

  18. CISCO SYSTEMS ARCH

  19. How did CISCO Deal with the Management Belief Problems?

  20. What decisions did CISCO reach? • Level of standardization? • Single Vendor /BoB? • Project Staffing Model?

  21. What decisions have your firms made? • Level of Standardization • Single Vendor • How IT projects are staffed • Why???

  22. Key questions • How was the decision made to implement ERP? • Evaluate the analysis made to recommend ERP to the board and the quality of the justification? (propose improvements) • What made it possible to implement ERP in 9 months at CISCO? • How did CISCO build out their I-Net to electronically connect with the customer? What benefits were enabled by this initiative? • Identify the main benefits of the strategic I-net at Cisco, what benefits do you think they achieved?

More Related