OBASHI
Download as PPTX, PDF7 likes4,205 views
Obashi is a methodology designed to visualize and understand business processes and IT asset relationships, originally developed for the oil and gas industry. It enables organizations to assess the value of data flows and manage assets effectively, offering benefits like improved business continuity and waste identification. The framework integrates with existing project management methods, supporting decision-making and strategic planning across various sectors.
OBASHI
- 1. OBASHI Intro V1.0 OBASHI® is a registered Trade Mark and is licensed to OBASHI Ltd A Japanese manufacturing technique? A Star Wars character? A martial art?
- 2. No…it’s an acronym Ownership Business Process Application System Hardware Infrastructure
- 3. What does all that mean? Defining who owns… …a specific business process… …that uses a particular application… …that requires a certain system software… …that runs on specified hardware… …that is attached to a piece of infrastructure.
- 4. Oh…it’s just an IT configuration management system then? It is much broader than that… • OBASHI was born in the oil & gas industry – NOT the IT industry Why… • So that plant managers could visualise & understand how & why IT assets supported business services
- 5. What’s the value in it? • Business professionals could understand the ‘dollar per second’ value of dataflow through their business services Aha! • Therefore costing and valuing the flow of data could be made universally applicable to flows of data in all sectors!
- 7. What? Why? Where? When? How? Who? OBASHI A methodology and way of thinking allowing you to develop a clear picture of how your business works With clarity and vision you can develop and improve Across the organisation…top to bottom…side to side Whilst developing strategy and delivering programmes, projects and services A visual map of how the business works; the assets needed to make it work; the inter- dependencies between the assets Used by… CEO, CFO, CIO, Directors, Head of Strategy, Portfolio Analyst, Business Analysts, Infrastructure management & Programme/Project Managers
- 8. What are the benefits? Ownership Process Applications SystemsHardware Infrastructure The ability to link ownership to your assets The ability to identify waste The ability to build business continuity The ability to specify disaster recovery more accurately The ability to deliver programmes more effectively The ability to deliver projects more efficiently The ability to deliver service more robustly The ability to identify latency
- 9. Where does it connect with existing methods? Portfolio, Programme and Project Offices P3O® Managing Successful Programmes MSP® Projects in Controlled Environments PRINCE2® Information Technology Infrastructure Library ITIL® OBASHI PRINCE2®, MSP® and ITIL® are Registered Trade Marks of the Office of Government Commerce in the United Kingdom and other countries. P3O® is a Registered Trade Mark of the Office of Government Commerce
- 10. P3O® Main Board Portfolio Office Programme Office Project Office Business as Usual Strategic Organisational Decisions and Objectives Business Layers How OBASHI can help Provides a coherent view of both the ‘big picture’ of the current & agreed future business architecture & IT operations • Provides a benchmark against which to measure progress • Provides management understanding to support decisions • Provides goals to be written into job/role descriptions to allocate responsibility • Supports identification of risk through ‘SPOF’ recognition • Monitoring progress to identify opportunities & gaps • Supports the Business Case process by identifying both Business & IT costs associated with the delivery • Provides the basis for Change Control
- 11. MSP® (Sponsoring Group) OBASHI – Current & Future Programme Mandate Identifying a Programme Defining a Programme Managing the Tranches Closing a Programme Delivering the Capability Realising the Benefits OBASHI – Develop the Blueprint OBASHI – Delivering the Capability – Start projects, Progress, Risks & Issues, Close projects OBASHI – Handover to Operations & Governance Realising the Benefits – Pre Transition, Transition & Post Transition Post Programme PortfolioProgrammeProjectBAU
- 12. PRINCE2® Starting Up a Project Project Mandate / Brief OBASHI – Current & Future or Programme Blueprint Initiating a Project Controlling a Stage Managing a Stage Boundary Managing a Stage Boundary Managing Product Delivery Directing a Project Controlling a Stage Managing Product Delivery Closing a Project B&IT diagrams help define: • The Organisation • The Approach • The Outline Business Case OBASHI B&IT and Dataflow diagrams help: • Refine the Business Case • Prepare the Management Strategies • Create the Project Plan B&IT and Dataflow diagrams help: • Create the Next Stage Plan • Update the Project Plan and Business Case B&IT and Dataflow diagrams help: • Authorise a Work package • Examine risks & issues • Monitor progress B&IT and Dataflow diagrams help: • Accept a Work package • Examine risks & issues • Develop products • Monitor progress B&IT diagrams help define: • The Who, Where, What, When and How of product handover. At premature close, the unfinished products are mapped to B&IT diagrams to allow decisions on their future.
- 13. ITIL® IT Service Lifecycle Service Strategy Service Design Service Transition Service Operation Continual Service Improvement OBASHI Develop ‘big picture’ Develop ‘What if’ scenarios & agree future business architecture Develop detailed diagrams Operations & Governance Develop Blueprint Portfolio/Business Lifecycle Define the organisation’s goals, vision & values Define delivery approach & KPIs Identify & scope programmes & projects Prioritise, optimise & confirm portfolio Deliver and track progress towards delivery of the portfolio BAU Progress towards delivering portfolio of change initiatives OBASHI Business Knowledge OBASHIConnectivity
- 14. Who has used it? What were the results?
- 15. Category: Oil & Gas The Problem • Legacy systems complexity introducing vulnerabilities • Inability to perform risk assessment • Prioritisation of spend (£15 million annual budget) How OBASHI helped • Highlighting areas of consolidation – £40K annual Hardware & Software SLA cancelled • Delineation of Information flows • Coordination of Projects and IT support Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
- 16. Category: Public Sector - 1 The Problem • Board decided to outsource IT – 10 year / £20 m contract – staff about to be TUPE’d over • Relocation of Corporate HQ • Multiple & conflicting asset registers How OBASHI helped • Logical or Physical map created – The Big Picture – £20m Outsourcing Contract cancelled • Relocation planned & executed more efficiently • 33% more (repeat 1/3 more) assets discovered Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
- 17. Category: Public Sector - 2 The Problem • New IT budget request to Board every month • No visibility of IT Assets and resources • Recurring Department outage How OBASHI helped • The Big Picture – Stakeholder visibility - evidence of spend • OBASHI Layers created Asset register that highlighted – 1 piece of infrastructure for every 5 pieces of hardware – No manufacture support for Infrastructure • Environmental Health -Impact analysis found root cause Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
- 18. Category: Utilities The Problem • No documentation for the Meter to Bill Process • Disaster recovery plan inadequate – Government legislation • Lack of clarity and communication across silos How OBASHI Helped • Created The Big Picture showing dataflow from Meter to Bill – replaced an A4 PowerPoint diagram and spreadsheet • Identified the priority of recovery for key assets – Police, Health Service, Government • Aid for communication across departments Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
- 19. Category: Financial Services The Problem • Traders require information before competitors • Manually intensive process to complete transactions • Bank acquisition during financial crisis How OBASHI helped • A framework for superimposing information – Visualising Dataflows and superimposing Latency values • Identification of flow constraints for STP • Basis for regulatory compliance Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
- 20. Category: Manufacturing The Problem • Company demerger and system demarcation required – No visibility of critical dataflows or their values (Customs and Excise) – Support contracts needed to be separated • Requirement for ISO2000 compliance • Reliance on key individuals in third party companies How OBASHI helped • New company Big Picture – Identified dataflow worth £10m/day – Two contracts for same SAP system identified • Provide management structure for compliance • Creation of a Business Knowledge Base Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
- 21. Your next steps with OBASHI to talk about training or consultancy support - call us now on 01235 227252, or - email Richard at richard.rose@pearcemayfield.com