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IT Strat > Klausur > Flashcards

Klausur Flashcards

1
Q

What Definitions for Strategic Decision Areas exist?

A

Peanut Butter French Toast

o Tactics vs. strategy  use of engagements (Clausewitz)
o Five p ́s (Mintzberg)
o Being different to deliver a unique value (Porter)
o Pattern of decisions (Andrews)

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2
Q

What Characteristics for Strategic Decision Areas exist??

A

o Big picture
o Medium to long-term
o Target-setting
o Planning

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3
Q

How does the Management Cycle Look like?

A

Target -> Plan -> Execute -> Control

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4
Q

Draw the Decision Areas

A

P.2

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5
Q

Draw the IT Processes

A

P.2

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6
Q

What Pressures growing of industrialization?

A

Differentiation pressure vs. Cost pressure

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7
Q

What Phases of industrialization?

A

Y Unit Cost
X Volume
Schlangenlinien

Art/Craft (Today)

  • > Manufactory
  • > Factory
  • > Mass production
Processes (Manual->Mechanised->Automated->Standard)
Output (Unique->Series->Product->Mass Product)
Catchment Area (Local->Regio->Nat->Global)
Deg. of vertical integration = High
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8
Q

How can you Decouple via Products?

A

o By application area (Management/storage products for applications)
o By location (Network-access products for different locations)
o By user group (Access products for end users)

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9
Q

What Vertical Disintegration strategies exist?

A

o Spin-off (Internal IT Provider as independent enterprise)
- Expectations: Financials, Stateoftheart, Soc
- Multinational Migration with progressive flexibility
o Outsourcing (Medium/Long Term Relocation to external Provider)
- Expectations: SoA, Financials, Performance Pressure
- Failure Reasons: Partner Selection, Contract Design
=> Only outsource what you can successfully manage yourself
o Offshoring (reloc labour-intensive services into countries w/ low labor costs)
- Expectations: Financials, Quality, Capacity
- Risk: Language, tech. complex

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10
Q

Diagram for Make or Buy

A

Page 3

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11
Q

Disintegration Diagram

A

Page 3

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12
Q

Whats the MAIN objective or IT Governance?

A

Balancing efficiency and effectivitiy

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13
Q

What are the Key Topics of IT Governance?

A 
o Establishment of objectives: rights and responsibilities (who makes decisions, resp.?) 
o Decision-making (which org. reporting lines need to be est.? What incent. mechan.?) 
o Compliance (which external standards must be adhered to? Which internal policies?) 
o Culture (How to embed gov. structure into mngt. culture?)
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14
Q

IT is Traditionally undermanaged. What are the Symptoms?

A 
o Management (!IT-Strat oder nicht gelebt; Unclear objectives; endless debates on organisation and responsibilitites)
o Projects (Adhoc Firefighting; Pet Projects -> Leichen im Keller; Project overlaps)
o Systems (Historisch gewachsen, inconsistent and incompatible, opps and saving potential cannot be realised)
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15
Q

IT Governance: Whats inside the Subject?

A

o Assigment of Roles; Respons; Decision; Ownership
o Org setup
o Est. corresponding processes
o Setting “Rules of the game”, std, policies

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16
Q

IT Governance: Whats inside the Objective?

A

o Decision Making, Will forming
o Implementation, Incentives
o Controling/Monitoring

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17
Q

IT Governance: Typical Topics

A

o Strat Orient
o Invest M.
o Performance M.
o Integrity M.

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18
Q

IT Governance: Inherent Goal Conflicts and how to balance them

A

Page 4

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19
Q

Solution Approach to Inherent goal conflicts

A 
< Separation of commoditiy functionalities (e.g. Accounting in SAP>
< Stable service architecture >
< Coordinated decision making >
< Incentivizing corporate objectives >
< Differntiated provider strategy >
< Transparceny, value controling >
< Transparceny, Risk M. >
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20
Q

Name typical Governance Processes

A

o Portfolio M. -> Prio of initiatives
o Risk M. -> Ensuring Project success
o Data M. -> Data Consistency and Quality

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21
Q

Typical committees of IT Governance in larger org

A

o Managing Board Meeting -> budget Planning
o Investment Committee
o Portfolio Prio -> Roadmap

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22
Q

Typical standards and policies (IT Governance)

A

o Service Portfolio -> Reuse and redundancy redu
o Security Policy -> Protection from external attacks
o Process Model -> Reduction of Project Risk

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23
Q

IT Organization Why is there a trend towards decentral/balanced models?

A

o Internal IT Low performing until 90s
o 40 year-old trend to divisionalize
- H(func) -> V(div)

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24
Q

Draw Forces at Work (Separating demand from supply)

A

Critical prcoesses (effectiveness): Know-how intensive, success through customer focus, specific process knowledge

Critical processes (efficiency): Resource intensive, success through industrialization, EoS

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25
Why does the CIO move closer to the business side?
o Innovation -> Business / IT Alignment o Integrity -> Architecture, Portfolio, Process Integration o Efficiency -> Vendor M.
26
What Mistakes occur by separating demand from supply side?
o "Throw it over the fence syndrom" | o Requirement Specification and PM -> Early Mistakes cost most
27
Draw All Organizational Variants
P 6
28
What is the Goal of Project Portfolio Management?
Value Optimization of development Projects
29
What Objectives does Project Portfolio Management Have?
o Management -> Big Picture o Dependencies -> Detection of IT deficies; avoid redundancies o Value Optimization -> Cost Benefit analysis o Resource Optimization -> Adaption of long-term skill requirements o Progress Monitoring -> Master plan
30
What are the Phases of Project Portfolio Management?
o Idea generation (Concentration of strategic initiatives) o Project Proposal evaluation (Analysis of functional and architectural overlaps) o Scenario development (Determination of Critical Constraints) o Portfolio Approval (Prioritization/ decision)
31
What does value controlling=
complements portfolio planning to control it investments
32
EAM as a tool for complexity management: | Whats meant with application landscape complexity?
o 10^3 or more networked and highly diverse information systems o Complexity – number of relationships between systems o IT does not keep pace with accelerating speed of business -> cannot deliver anymore o Maintenance (fixing bugs, ..) costs eat up IT budget and limit ability to transform – running out of money
33
EAM: System Complexity
o Differentiation necessary and unnecessary complexity o Aligning the IT architecture w/ future business architecture o Coherent transformatioon through coordinated IT Projects + Page 7
34
EAM: Landscape Challenges?
o IT Lies in fogs (hard to get out) -> low cost/benefit o Lack of interest in the part of business and management o Unclear responsibilitites (no binding rights & obligations for IT and business) o Agility of IT does not keep pace w/ the increasing business dynamics
35
What are the findings of: Software Projects Platform efficiency but providing Page 9
x-Axis: business perspective, companies usually want more and more functionality (e.g. Zalando first shoes, now also clothes etc, Allianz first 1 insurance, then many...) = tactical move, always look to the right y-axis: IT perspective, can be measured (e.g. if you add a feature how many days dows it need to be implemented)
36
If Platform efficiency goes down. Should you replace it?
Very expensive, done by few CIOS If you add more and more functionality but no efficiency your company will fail. Instead, projects that increase effieciency but not add business value.
37
How do i tackle the Platform effeciency/functionality problem?
Define boundaries rules: Stay in the coridor | Each project is evaluated on both stages
38
Draw the Business Architecture Model
P 9
39
How to do a process Road Map?
o Define main value creating processes of company (arrows) - where are these processes taking place (rows) squares are systems o You can either have horizontal or vertical integration (not both!!), much easier to have discussion about strategy
40
Whats meant with Business Architecture model should focus on current stakeholder and their information demands?
Stakeholder -> Concern(Info Demand) -> Viewpoint/View -> Model
41
Whats a Business Capability Map?
P 12
42
Whats a Business Support Map?
P 12
43
Whats a Business Support Migration Roadmap Plan?
P 13
44
Whats the Infrastructure Management Cluster Map for?
visualizes the used database, location of the application and status of the component
45
What are the EAM Influence Factors, activities and artifacts?
p 14
46
Challenges of enterprise architects in large-scale agile development
o Managing technical debts o Dealing with acceptance issues by agile teams o Balancing upfront and emergent architecture o Balancing short-term and long-term planning o Dealing with lacking understanding of (enterprise) architecture o Dealing with loss of decision-making power o Ensuring the adherence of agile teams with architecture requirements o Dealing with high frequency of architectural decisions to be made o Balancing architecture improvements and business value o Tracking the progress of agile teams
47
Whats a Modular, service-oriented application landscape architecture
- Separation of front-end and back-end systems - Modularization of back-end systems - Flexible and Fault-tolerant coupling via service interfaces
48
Three schools of eam
p 16
49
Draw the EAM Foundations and Explain
p. 18
50
What are Influence Factors?
are describing the context of an organization that have an impact on the EAM process
51
External Influence Factors (Examples)
```  Regulatory requirements  Technical innovations  Digitalization and customer journey  Industry competition  Changing business model due to market trends  Innovation of business ```
52
Internatl Influence Factors (Examples)
```  IT cost-cutting initiatives  New vision for the business  Re-organization of the company  Changing price and income structure  Growth of organization  Restaffing of upper management ```
53
Influence Factors: Enterprise Context:
o New CIO/CEO o Post-merge integration o Prep for crave out o legal
54
Influence Factors: Organizational Context
o IT Organization o Upper management Support o Budget o Enterprise Culture
55
Influence Factors: EAM Goals
o Increase coherence o Increase transparency o Manage and reduce (IT) complexity (redundancy, heterogeneity, size)
56
Why to reduce complexity?
``` o Because by lowering the complexity the maintenance and hosting costs decrease o This causes an increase in new or change development budget ```
57
What Application scenarios EAM (decreasing importance)
o Planning IT strategy o IT/business alignment o Process optimization
58
What are other application scenarios for EAM?
o Assessment of digital readiness of an org | o Providing input for business ecosystem modelling
59
Proxy Measure to evaluate EAM Quality?
o Appropriate CIO skills o Documentation tools o Skilled architecture team o Suiteable management practices
60
Capability based planning: Most frequent EA Challenges
o Ad hoc EAM demands -> Agile EAM o Unclear business goals -> Business Capability Maps o Hard to find experienced enterprise architects
61
Whats the Definition of a Business Capability?
A functional building block of the business architecture that supports the business model and the business strategy. It defines the organization’s capacity to successfully perform a unique business activity.
62
What are the Characteristics of a Business Capability?
o Stability: independent from the organizational model, technologies, vendor solutions o Abstraction: encapsulate and abstract from any explicit resource, business process or IT o Horizontal structure: complete and non overlapping functional decomposition of the enterprise o Vertical structure: can be broken down into more granular business capabilities
63
Business Capabilitites Dimensions
1. People 2. Process 3. Material/Resources
64
What does a Business capability do?
 Defines orga’s capacity to successfully perform a business activity  Describes what an enterprise does and business process describes how it is done  Abstracts and encapsulated people, processes, technology and information into essential building blocks needed to facilitate performance improvement and redesign analysis => Focus on the what not on the how
65
For what are Business Capabilities used?
 Are an ideal black-box description of the business  To communicate business goals  To assess the current capabilities  To identify EA demands
66
How does the Incremental learning Approach Look like=
1. Identify capability candidates 2. Refine capabilitites 3. Validate capabilities 4. Communicate capability maps 5. Subdivide Capabilitites at next level 6. As-is analysis/improvement analysis
67
What are EAM Pattern?
o reuseable solution to a common problem o in a given context o identifies driving forces EAM Pattern takes a holistic perspective
68
Anti-Pattern: Dont boil the ocean
Data collection expensive and takes time => Start w/ a small model => Enlarge it when needed incrementally
69
Anti-Pattern: Dont build an ivory tower
Build wo/ talking to stakeholder => Shared Language => Bring informaiton demand and supply together
70
TOGAF 9 - Scope - Long-term goals - ADM
``` SCOPE: o Emphasizes business goals as architecture drivers, and provides a repository of best practices LONG-TERM GOALS: o Industry Standard, generic Enterprise Architecture Method ADM: A: Architecture VIsion B: Business Architecture C: Information Systems Architecture D: Technology Architectures E: Opportunities and Solutions F: Migration PLanning G: Implementation Governance H: Architecture Change Management ``` Zentrum = Requirements Management
71
Archimate
``` o Complements TOGAF o Structure - Passive Structure (Object) - Behavior (Service, Behavior Element) - Active Structure (Interface, Structure element) ```
72
IT4IT
- IT Value Chain describes the series of activities that every IT department performs that add value to a business or IT Service - IT Value Chain is made up of the four IT value streams which play a vital role in helping it control the service model as it advances through its lifecycle
73
WHich IT Organization form exist?
o Central o Decentral o Federal
74
Characteristics/Pro/Con of IT Organizational Forms: Central
IT as a cross-selection to all bu + Standards, EoS - Often inflexible, not business oriented
75
Characteristics/Pro/Con of IT Organizational Forms: Decentral
Each bu has its own IT + Individual responsibilitiy, controllability - Application jungle
76
Characteristics/Pro/Con of IT Organizational Forms: Federal
Decentral, but w/ an organizationally anchored governance for harmonization + Best of both worlds - Difficult balance, high demand for management capabilitites
77
Assignment 1:
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Assignment 2:
41
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Assignment 3:
42
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Assignment 4:
43
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Assignment 5:
44

IT Strat (2 decks)

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