Architecture Class 5

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 companys 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 companys 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., whats 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
Managers Beliefs
And if you make me Well 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?