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Pipeline Pilot  Break Silos and Rationalize Applications with a common Platform
Agenda Application Rationalization PP Competency Centers Overview Pipeline Pilot PP Competency Centers Characteristics Implementation Steps Leveraging Pipeline Pilot’ s PP Competency Centers Functionality Measuring ROI Keys to Success Professional Services Engagements
What’s driving Application Rationalization Organizations need to find ways to make their IT  budgets  go farther than ever.
Existing Situation Multiple non-integrated systems Multiple disconnected applications Lots of duplicate and redundant data Business keen to see merger benefits Organisations look to IT for solutions
Too much information Too much complexity Too many challenges Too little time Scientific Business Intelligence vs. Intelligent Science Information Indecisions
Hard wired systems lack agility Registration ERP Test Today’s architecture can be rigid, costly and difficult to operate Proprietary technologies and skill sets Multiple communication infrastructures High cost of license, consulting and operation Lots of turf control and organizational issues Inventory Test
 
Adaptability and Flexibility is key Registration ERP PARTNER SYSTEMS Test Inventory Enterprises need business agility  Ever-changing business requirements Implement new programs to attract/retain customers Business processes Streamline, refine, and measure Underlying IT infrastructure  Flexibility Capable of adapting to change
What is silo thinking? Silos are an unwanted outcome of decentralized Management They occur when departments or teams within an organization stand alone and do not interact effectively with other departments or teams Each silo may be operating quite effectively in their own Right But they don’t work together to create an optimal performance for the organization Continuing with Silos
The non-enterprise landscape Applications exist in Silos Teams follow different architectures inside their applications Mix of 2 tier and 3 tier, service and non-service Integration at database level Different platforms, patterns and frameworks No pattern/no frameworks Different technologies/tool sets No consistent way to do anything
Problem with Silos Higher cost of ownership Higher cost during development Reinvent the wheels Hard to reuse Hard to integrate different applications Higher cost for production support Support needs different skill sets Lack of consistency  prevents having a common production strategy Higher cost to maintain/enhance the applications Harder to find and fix bugs Harder to enhance the code for customer’s new requirements Higher learning curve for developers to switch teams
What is silo thinking? Silos are an unwanted outcome of decentralized Management They occur when departments or teams within an organization stand alone and do not interact effectively with other departments or teams Each silo may be operating quite effectively in their own Right But they don’t work together to create an optimal performance for the organization Silos
The Existing Landscape Applications are developed in Silos Teams follow different architectures inside their applications Mix of 2 tier and 3 tier, service and non-service Integration at database level Different platforms, patterns and frameworks No pattern/no frameworks Different technologies/tool sets No consistent way to do anything
Problem with Silos Higher cost of ownership Higher cost during development Reinvent the wheels Hard to reuse Hard to integrate different applications Higher cost for production support Support needs different skill sets Lack of consistency  prevents having a common production strategy Higher cost to maintain/enhance the applications Harder to find and fix bugs Harder to enhance the code for customer’s new requirements Higher learning curve for developers to switch teams
Minimize System Infrastructure Expenses Reduce TCO Through Rationalization Reduce hardware and infrastructure expense across applications More efficient use of software licenses EFFICIENT USE OF PP  Inventory 0 1 2 3 4 12pm 6am 12am 6pm CPUs required Registration 0 1 2 3 4 12pm 6am 12am 6pm CPUs required Combined 0 1 2 3 4 12pm 6am 12am 6pm CPUs required 3-CPU peak use 2-CPU peak use 3-CPU peak use
Practice: Consolidation REDUCE IT COST THROUGH SOFTWARE AND HARDWARE CONSOLIDATION Storage HW HW HW HW HW HW HW HW HW HW “ If you won’t let 30% of your employees sit idle, why wouldn’t you do the same with your hardware & software”
Pipeline Pilot Web Services Architecture .NET Applications ASP VB component C# component C++ component J2EE Applications JSP Servlet Java object EJB SOAP SOAP Other Applications SOAP PP Server Perl/ ‘R’ Java PP Script
What Are PP Competency Centers? PP Competency Centers  Unique organizational entities that contain a mix of task, process and “brain trust” personnel Eliminate redundant resources across the Enterprise Leverage economies of scale across R&D groups Lower total cost of ownership Organizationally located within IT Department Sometimes also known as Shared Services Environment
Pipeline Pilot PP Competency Centers Characteristics Centralize Operations for all Pipeline Pilot implementation projects  Efficient and effective centralized operations vs. separate deployments Charge Back Model based on usage Provides pool of resources for all Pipeline Pilot projects Resources include reusable infrastructure components, best practices guides Development Framework Help R&D groups in selecting appropriate Pipeline Pilot Component collections to meet R&D requirements  Easily integrate with other tools in Informatics solution delivery
Pipeline Pilot PP Competency Centers Characteristics Provides Methodology for Rapid Application Development  Methodology based on best practices Provides Interfaces for Efficient Deployment Security Integration Portal, Web Site, Web Services Facilitates Release Management Coordinates release schedules across environments Provides Change Control Mechanism Establishes charge back model for Services Utilizes usage tracking mechanism Liaison to Accelrys R&D Interface to Accelrys Support and Engineering Participate in Beta Testing
Pipeline Pilot PP Competency Centers Implementation  Identify key personnel and staff PP Competency Centers  Assign and execute tasks to close identified gaps Identify and migrate/deploy target apps to PP Competency Centers Environment Leverage Pipeline Pilot’ s PP Competency Centers Functionality Implementation Plan Identify gaps between the current state of resources and processes and the desired state required to support PP Competency Centers goals Gap Analysis Determine current state of resources  Inventory hardware, software, licenses, etc. Conduct skills assessment Review existing processes and methods for existing deployments Inventory of Current State Define measurable goals and services to be provided by  Pipeline Pilot PP Competency Centers Define roles and responsibilities Establish reporting structure Define Pipeline Pilot PP Competency Centers Goals and Services
Leveraging Pipeline Pilot  Competency Centers Functionality
Leveraging Shared Services Functionality One System that caters to all requirements throughout the enterprise PP Clustering Functionality Usage and Error Logging Archiving and Retrieval Extensible Security Architecture Custom utilities
Pipeline Pilot Clustering Benefits Powerful out-of-the-box clustering features High availability Remain on-line continuously using redundancy Fail-over  Disaster Recovery Performance Multiple active machines sharing workload Maximize resource utilization via load balancing
Usage and Error Logging Charge Back – charge back business units based on actual PP cluster usage Return on Pipeline Pilot Investment – how well is Pipeline Pilot helping me achieve corporate goals?  User adoption Collections used/not used Capacity Planning – capacity planning  for future applications and hardware purchases Guide Development Efforts –  Identify the most/least frequently used components Security Monitoring
Keys to Success
PP Competency Centers Best Practices Define process for bringing new applications on the PP Competency Centers Publish rules of engagement and expected SLAs for customers Establish matrix to identify best tools/component collection to meet broad range of Informatics requirements Establish and publish reusable interfaces – security, portal, etc Develop reusable load testing scripts to proactively identify and assess hot spots/bottlenecks in system Define process to migrate application from the various environments Automated alerting to track trouble tickets for efficient resolution Publish and maintain Standard Operating Procedures for Pipeline Pilot administration activities Establish Charge Back Model based on usage tracking Create Capacity Planning Model for Pipeline Pilot PP Competency Centers to proactively assess resource requirements of applications
Measuring ROI Productivity of Resources Consolidation of Equipment and Personnel Economies of Scale  Reduced licensing costs  Volume discounts Reduction in Time to Value  Accelerated deployment times to meet R&D objectives  Entry Costs for PP Competency Centers Applications Compare costs to “going it alone”  Leverage Low Cost Resources Established Methodology and Processes Farm out pieces of project lifecycle to low cost resource provider
Professional Services PP Competency Centers Engagements Roadmap, planning & strategy engagement Draft mission Define structure Develop ROI metrics Create phased action plan Roadmap implementation engagement Technical audit and current inventory Gap analysis Execute detailed implementation plan Certification engagement Review development and deployment processes Review operating procedures Technical audit of current deployment Training and certification for PP Competency Centers Staff

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Software Systems & Application Rationalization

  • 1. Pipeline Pilot Break Silos and Rationalize Applications with a common Platform
  • 2. Agenda Application Rationalization PP Competency Centers Overview Pipeline Pilot PP Competency Centers Characteristics Implementation Steps Leveraging Pipeline Pilot’ s PP Competency Centers Functionality Measuring ROI Keys to Success Professional Services Engagements
  • 3. What’s driving Application Rationalization Organizations need to find ways to make their IT budgets go farther than ever.
  • 4. Existing Situation Multiple non-integrated systems Multiple disconnected applications Lots of duplicate and redundant data Business keen to see merger benefits Organisations look to IT for solutions
  • 5. Too much information Too much complexity Too many challenges Too little time Scientific Business Intelligence vs. Intelligent Science Information Indecisions
  • 6. Hard wired systems lack agility Registration ERP Test Today’s architecture can be rigid, costly and difficult to operate Proprietary technologies and skill sets Multiple communication infrastructures High cost of license, consulting and operation Lots of turf control and organizational issues Inventory Test
  • 7.  
  • 8. Adaptability and Flexibility is key Registration ERP PARTNER SYSTEMS Test Inventory Enterprises need business agility Ever-changing business requirements Implement new programs to attract/retain customers Business processes Streamline, refine, and measure Underlying IT infrastructure Flexibility Capable of adapting to change
  • 9. What is silo thinking? Silos are an unwanted outcome of decentralized Management They occur when departments or teams within an organization stand alone and do not interact effectively with other departments or teams Each silo may be operating quite effectively in their own Right But they don’t work together to create an optimal performance for the organization Continuing with Silos
  • 10. The non-enterprise landscape Applications exist in Silos Teams follow different architectures inside their applications Mix of 2 tier and 3 tier, service and non-service Integration at database level Different platforms, patterns and frameworks No pattern/no frameworks Different technologies/tool sets No consistent way to do anything
  • 11. Problem with Silos Higher cost of ownership Higher cost during development Reinvent the wheels Hard to reuse Hard to integrate different applications Higher cost for production support Support needs different skill sets Lack of consistency prevents having a common production strategy Higher cost to maintain/enhance the applications Harder to find and fix bugs Harder to enhance the code for customer’s new requirements Higher learning curve for developers to switch teams
  • 12. What is silo thinking? Silos are an unwanted outcome of decentralized Management They occur when departments or teams within an organization stand alone and do not interact effectively with other departments or teams Each silo may be operating quite effectively in their own Right But they don’t work together to create an optimal performance for the organization Silos
  • 13. The Existing Landscape Applications are developed in Silos Teams follow different architectures inside their applications Mix of 2 tier and 3 tier, service and non-service Integration at database level Different platforms, patterns and frameworks No pattern/no frameworks Different technologies/tool sets No consistent way to do anything
  • 14. Problem with Silos Higher cost of ownership Higher cost during development Reinvent the wheels Hard to reuse Hard to integrate different applications Higher cost for production support Support needs different skill sets Lack of consistency prevents having a common production strategy Higher cost to maintain/enhance the applications Harder to find and fix bugs Harder to enhance the code for customer’s new requirements Higher learning curve for developers to switch teams
  • 15. Minimize System Infrastructure Expenses Reduce TCO Through Rationalization Reduce hardware and infrastructure expense across applications More efficient use of software licenses EFFICIENT USE OF PP Inventory 0 1 2 3 4 12pm 6am 12am 6pm CPUs required Registration 0 1 2 3 4 12pm 6am 12am 6pm CPUs required Combined 0 1 2 3 4 12pm 6am 12am 6pm CPUs required 3-CPU peak use 2-CPU peak use 3-CPU peak use
  • 16. Practice: Consolidation REDUCE IT COST THROUGH SOFTWARE AND HARDWARE CONSOLIDATION Storage HW HW HW HW HW HW HW HW HW HW “ If you won’t let 30% of your employees sit idle, why wouldn’t you do the same with your hardware & software”
  • 17. Pipeline Pilot Web Services Architecture .NET Applications ASP VB component C# component C++ component J2EE Applications JSP Servlet Java object EJB SOAP SOAP Other Applications SOAP PP Server Perl/ ‘R’ Java PP Script
  • 18. What Are PP Competency Centers? PP Competency Centers Unique organizational entities that contain a mix of task, process and “brain trust” personnel Eliminate redundant resources across the Enterprise Leverage economies of scale across R&D groups Lower total cost of ownership Organizationally located within IT Department Sometimes also known as Shared Services Environment
  • 19. Pipeline Pilot PP Competency Centers Characteristics Centralize Operations for all Pipeline Pilot implementation projects Efficient and effective centralized operations vs. separate deployments Charge Back Model based on usage Provides pool of resources for all Pipeline Pilot projects Resources include reusable infrastructure components, best practices guides Development Framework Help R&D groups in selecting appropriate Pipeline Pilot Component collections to meet R&D requirements Easily integrate with other tools in Informatics solution delivery
  • 20. Pipeline Pilot PP Competency Centers Characteristics Provides Methodology for Rapid Application Development Methodology based on best practices Provides Interfaces for Efficient Deployment Security Integration Portal, Web Site, Web Services Facilitates Release Management Coordinates release schedules across environments Provides Change Control Mechanism Establishes charge back model for Services Utilizes usage tracking mechanism Liaison to Accelrys R&D Interface to Accelrys Support and Engineering Participate in Beta Testing
  • 21. Pipeline Pilot PP Competency Centers Implementation Identify key personnel and staff PP Competency Centers Assign and execute tasks to close identified gaps Identify and migrate/deploy target apps to PP Competency Centers Environment Leverage Pipeline Pilot’ s PP Competency Centers Functionality Implementation Plan Identify gaps between the current state of resources and processes and the desired state required to support PP Competency Centers goals Gap Analysis Determine current state of resources Inventory hardware, software, licenses, etc. Conduct skills assessment Review existing processes and methods for existing deployments Inventory of Current State Define measurable goals and services to be provided by Pipeline Pilot PP Competency Centers Define roles and responsibilities Establish reporting structure Define Pipeline Pilot PP Competency Centers Goals and Services
  • 22. Leveraging Pipeline Pilot Competency Centers Functionality
  • 23. Leveraging Shared Services Functionality One System that caters to all requirements throughout the enterprise PP Clustering Functionality Usage and Error Logging Archiving and Retrieval Extensible Security Architecture Custom utilities
  • 24. Pipeline Pilot Clustering Benefits Powerful out-of-the-box clustering features High availability Remain on-line continuously using redundancy Fail-over Disaster Recovery Performance Multiple active machines sharing workload Maximize resource utilization via load balancing
  • 25. Usage and Error Logging Charge Back – charge back business units based on actual PP cluster usage Return on Pipeline Pilot Investment – how well is Pipeline Pilot helping me achieve corporate goals? User adoption Collections used/not used Capacity Planning – capacity planning for future applications and hardware purchases Guide Development Efforts – Identify the most/least frequently used components Security Monitoring
  • 27. PP Competency Centers Best Practices Define process for bringing new applications on the PP Competency Centers Publish rules of engagement and expected SLAs for customers Establish matrix to identify best tools/component collection to meet broad range of Informatics requirements Establish and publish reusable interfaces – security, portal, etc Develop reusable load testing scripts to proactively identify and assess hot spots/bottlenecks in system Define process to migrate application from the various environments Automated alerting to track trouble tickets for efficient resolution Publish and maintain Standard Operating Procedures for Pipeline Pilot administration activities Establish Charge Back Model based on usage tracking Create Capacity Planning Model for Pipeline Pilot PP Competency Centers to proactively assess resource requirements of applications
  • 28. Measuring ROI Productivity of Resources Consolidation of Equipment and Personnel Economies of Scale Reduced licensing costs Volume discounts Reduction in Time to Value Accelerated deployment times to meet R&D objectives Entry Costs for PP Competency Centers Applications Compare costs to “going it alone” Leverage Low Cost Resources Established Methodology and Processes Farm out pieces of project lifecycle to low cost resource provider
  • 29. Professional Services PP Competency Centers Engagements Roadmap, planning & strategy engagement Draft mission Define structure Develop ROI metrics Create phased action plan Roadmap implementation engagement Technical audit and current inventory Gap analysis Execute detailed implementation plan Certification engagement Review development and deployment processes Review operating procedures Technical audit of current deployment Training and certification for PP Competency Centers Staff

Editor's Notes

  • #12: Hard both for code reuse or component reuse. Hard to integrate: since integration is at database level, Can not take advantage of framework improvement
  • #15: Hard both for code reuse or component reuse. Hard to integrate: since integration is at database level, Can not take advantage of framework improvement
  • #18: The various integration points: