Poor man's knowledge management

Finally my team pulled it off! We are allowed to use Google Desktop Search at our company. Yes it took a lot of convincing people (“why do you want to search in your own documents, we will implement enterprise search in a couple of months…. “). Well we got it and within a week it increased my working speed. In my opinion this is a poor man's knowledge management tool to the full effect. But a very pragmatic one!

PS 1 Though a shame that GDS doesn’t index mail attachments… Copernic does and has a better preview option so I use Copernic at home.
PS 2 I Love Google :-)

Flexibility the Holy Grail

One of the most heard benefits of SOA and/or BPM is the increase of flexibility. Well I doubt if that is the case. Of course we will build more flexible systems than a few years ago, but the bottom line is that business processes do not change so often. For example in the case that an insurance claim above 20K Euro has to go approved by the team manager, this amount can be changed very quickly at runtime in the Business Rule Engine or BPM engine. So far nothing new, we have done this also in “legacy systems”.

In my opinion business processes doesn’t change that often, therefore the flexibility claim is aimed to high.

Run IT as a business

Why aren’t we running IT as a business nowadays? Still far too many projects are abandoned before they ever are released, or released with specs that don’t meet client expectations or with far too many defects.

In our company we cope with a lot of different technologies. It is difficult to see if one team is more effective that another team, of course (the good old) function point analyses can be used. But are we measuring the right things? How many time did we spent at the design, realisation and testing of a solution. How many errors were there made in the final solution and how long did it take to resolve them.

Of course there are some fragmented tooling that will help to get some insight, but real holistic management figures are rarely shown. So it comes down to people. Leaders and managers (two different things) that are running the IT business for a company to leverage the expectations.

One thing is for sure; our business executives will request this more and more from the IT-counterparts.

Without tooling "running IT-department as a business"is a farce.

You al heard the rumours of running our IT-department as a common business line. Well that is a nice one-liner that chews away very easy at board room level. "Yes that is the solution for our problems with IT, we weren’t running it as a business. Those guys were pretending they were extraordinary, but the last few years we have seen the other side. Now it is over, we are going to run this department as a usual business."

Personally I totally agree with most of this vision. No there is no real magic in IT when you strip down every technical obscuring problems. But to really run/manage IT as a common business line they need the proper IT-system to support their task. I have seen many IT-managers complaining about the use of Excel in the business-lines. That’s totally true, but the sad part of is that the IT-department is probably the champion! Excel sheets of project, use of budget, managementreports over time-sheets (although there is a sophisticated time & resource management system in place). What I didn’t see so far is an integrated IT-system to support the whole IT-department (a kind of ERP system for this department).

With an integrated system I mean, a system that can track all the projects that are in progress, which I coupled to an architecture landscaping pointing out which part of the architecture is touched. Answering simple questions as what are the top-5 critical business components (services, DLL’s.). How many percentage of my programs are written in Cobol. When I am taking out this part of the system, which business processes will fall over. As I said before to my knowledge I haven’t seen such an system (and yes Tivoli, Telelogic, Popkin, Niku, etc, are only addressing a fragmented part of it).

My statement we can run IT-as a business very cleverly, if we have an integrated IT-system. Any comments/ideas/thoughts?

In search of: a holistic enterprise architecture tool...

Indeed I’m dreaming of a holistic tool in which every aspect of the usage and implementation of IT for the business is crystal clear. What should this tool look like? Good question, stated in a few words simplicity overview, multiple viewpoints, all information gathered together. Able to answer questions like:
- How many money is spent on system x in this year on maintenance
- How many users are using this particular system
- Were is this system located in our information landscape?
- What was the history of the system?
- How much money did we earn on product that were sold via this system
- And... much more of which I can dream of

Have you already found this? This is what I would like to call a “real” enterprise architecture tool” :-)

I would love to hear you’re remarks!

Compliancy is the key selling point for SOA (to the business)

Don’t you agree to this? Well the usual suspect of selling SOA to the business is flexibility. This is an advantage of a Service Oriented strategy, but this doesn’t create a big round of applause at the business. Why not? Because IT promised this for decades already, that they have found the holy grail of flexibility. Sadly enough these promises are hardly made up by IT, so give the “business” a break by not buying in to this beautiful story/strategy right away.

Why do I consider that Compliancy is a key selling point of SOA to the business? Traceability. I have been working as a business consultant in defining and re-engineering processes at big companies. These were all major projects, but the problem with the description of these processes in beautiful tools like ARIS, BWISE, etc. have one major drawback. It is only designed and not implemented. For example if we model that insurance claim above 10.000 Euro needs clearance of a team-manager, this looks very good…-on paper-. No-one can claim that all the claims are really handled this way (that is under the assumption that no workflow tool is in place that will execute this business rule). There are dozens of these type of business rules that are compliance/regulatory needed, and are signed off in the statement of the CEO in a control statement.

In my vision it is not wise to implement SOA only as an “integration”-technology, but implement it holistically with also a BPM solution “on-top”, that orchestrates the business process/flow. A key function of this BPM solution is traceability, what you model as a business process by a business analyst, is also executed! There is no escape or work-around possible, everything is routed and can be traces afterwards. So the CEO can sign-off his control statement with no (or less) second thoughts….

Please react, I am only posing some views and I am eager to learn J

Enterprise Architecture.... We are never gonna make it..

What a strange title, that is promissing everything and also nothing. When some-one is talking about Enterprise Architecture (EA) and saying this is the whole picture, Products, Organisation, management style, Culture, Processes, IT-systems, I would say that would be perfect! But...please show me three companies who have a succesfull implemented this. Than it always is silient at the other end of the table, because Mr/Mrs Enterprise Architect (and always former IT-architect), can come up with the right answer.... We are hoping to reach this, but when we are half way, the companies changes under our fingers and we are back to square one...

I realy believe in EA, don't get me wrong, but on a pragmatic way. With that I mean without mentioning management style, culture. On the rest I firmly believe that architecture should have always what to do with Information Systems.

Please comment :-)