White Paper - ERP in a Services Oriented World

WHITE PAPER
ENTERPRISE RESOURCE PLANNING IN A
SERVICES-ORIENTED WORLD
OCTOBER 2009

IAN TOMLIN

www.encanvas.com

WHITE PAPER | Enterprise Resource Planning
(ERP) in a Services Oriented World

Contents

Overview ...................................................................................................................3

The battle for communities ....................................................................................3

The ERP holy grail ....................................................................................................4

A new concept of excellence in enterprise computing ......................................7

Re-thinking enterprise logic ...................................................................................8

Re-discovering IT competitive advantage ......................................................... 11

Services-oriented architecture ............................................................................ 13

Creating capacity for change .............................................................................. 13

Re-modelling for enterprise information management architecture ............ 19

Competency matching ......................................................................................... 24

Key project stages ................................................................................................ 25

Considerations ...................................................................................................... 28

Recommendations................................................................................................ 30

The role of Encanvas in ERP modernization...................................................... 31

Contact Information ............................................................................................. 34

© 2009 Encanvas Inc. 2


Overview

The 2000’s has become a In the 1990’s, the common definition of ‘best IT’ was ‘best ERP system’. IT leaders
battle to win communities and were encouraged to believe that one system could be procured and deployed to
this has moved the value focus support all essential business continuity processes of the enterprise whilst at the
of computing out of the data same time provide a single version of the truth. That was then. The 2000’s has
centre and into the portal...
become a battle to win communities and this has moved the value focus of
computing out of the data centre and into the portal where people networks and
the consumption of knowledge are the winning tickets.

This paper examines the changing role of Enterprise Resource Planning.

The battle for communities

For most businesses, the 21st century has become a battle for hearts and minds; a
battle for communities. Whether the driving force is to reach out to and win new
customers, work more closely with industry partners to achieve common goals or
source new talent and new ideas from a shrinking talent pool, organizations are
under pressure to be the best at harnessing communities of people. In this race,
data remains the critical weapon. But traditional perspectives of enterprise
computing are not only at odds with this ethos, they often stand between the
organization and its new priorities.



The ERP holy grail

When they first arrived on the scene in the 1980’s, the promise of vendors was ERP
systems could provide a single version of the truth spanning the entire enterprise
information management architecture, and bag full boiler-plated processes that
would bring any business tangible benefits through process optimization.

The perfect prescription for operational excellence?
ERP systems arrived at a time when the management concept of enterprise
ERP systems arrived at a time
performance was closely coupled with operational excellence. Books like ‘In Search
when the management
concept of enterprise
of Excellence’ by Thomas J. Peters ad Robert H. Waterman Jr. were doing the
performance was closely rounds in management circles preaching the gospel of ‘mechanization rules’ and
coupled with operational exampling through case stories how managers could organize their people
excellence... through more robust process models. The 1980’s was the decade ERP appeared to
be the perfect prescription to boost productivity in the office by formalizing who
does what when and capturing data at the earliest point in a process.

There can be no doubt that for some organizations the majority of users have
been better served by the adoption of a common core business information
platform. But the business impact of ERP has been far from miraculous.

More than one system
The promise of ERP was that organizations could operate a single integrated
computing platform to serve their business information management needs.

ERP systems today commonly In reality, ERP systems today commonly serve less than half the information needs
serve less than half the of the enterprise and hold less than half of the corporate information assets
information needs of the essential to business success – a proportion that is declining still further. IT leaders
enterprise and hold less than bent on creating a single harmonized IT universe find their plans crushed as their
half of the corporate
organizations decide to acquire, merge or collaborate with other businesses that
information...
operate vastly different systems. When the Mecca of ‘a single system and single
version of the truth’ looks moments away, the dream is stolen by broadening
business demands for collaboration and outsourcing.

Contributing towards the demotion of corporals
The headlong charge for mechanization of processes ignored the critical role that
leadership at all levels of the enterprise has in business success. In the 1980’s
business leaders were convinced that deeper process automation would eradicate
imperfections in processes caused by human error. The Quality Assurance Manual
became the new gospel of business and articulated how the enterprise worked.
Systemic automation of processes by implementing ERP software would be the
herald of change and nothing would stand in its way. The consequence of this
strategy is that most organizations now lack competent ‘corporals’ – leaders that
exist at departmental and team level within the enterprise with the creative skills
and experience to adapt to change at departmental level in order to achieve



higher level business strategic goals. The human face of these actions is
experienced by customers and partners – poor customer service resulting from a
lack of adaptability of processes that directly leads to a lowering of customer
value. For example, consider the experience of phoning a call centre and asking for
a service that isn’t on speed-dial. The likelihood is that customers will be
forwarded to a customer service representative who is unable to offer any service
resolution beyond the automated scripts on their computer monitor. And should
resolutions require the involvement of other departments, it’s most likely that the
call will be transferred to a new point of contact and the ownership of problem
ERP systems arrived at a time resolution remains with the customer. Adapting processes by learning from these
when the management experiences is very difficult without perceptive ‘corporals’ who have the authority,
concept of enterprise information and skills to take charge.
performance was closely
coupled with operational
Historians now believe that the success or failure of military campaigns has much
excellence...
to due to the ability and encouragement of lower-ranking officers to take the
initiative and lead small teams of soldiers to overcome the challenges they faced
in the field as they happened. Without innovative and talented section
commanders to deal with emerging situations, as battlefield communications
breakdown armies quickly became dysfunctional.

Compromising agility
ERP systems have proved difficult and costly to adapt to business needs and
conditions. All major systems require programming skills to adapt them. Creating
new processes can take months to implement and adapting them to meet even
minor compliance and accounting requirements can cost many thousands of
dollars. Even installing ERP systems has often had an enormous negative impact
on organizations.

When the European function of a global electronics manufacturer deployed its
ERP system in 2006, it took three years to get the core system operating smoothly
and even then country operations complained that they couldn’t transact
business ‘the way their customers wanted them to because of an absence of
service product codes. When customers wanted to bundle products into managed
service offerings, the ERP system couldn’t support the complexity of accounting
country operations were accustomed to with their previous country-specific
accounting solutions.

System complexity
The presumption business The presumption business leaders had when implementing ERP systems in the
leaders had when 1980’s was that it would simplify the harmonization of computer systems. Yet ERP
implementing ERP systems in has proven to have little effect on the front-office and the creative processes that
the 1980’s was that it would
drive customer value. Still today, large organizations operate enormous computer
simplify the harmonization of
computer systems... systems and do not always have the level of control over programs and systems
they would like.



A survey of 163 companies that had implemented enterprise resource planning
systems conducted by Accenture in the early 2000’s found that the mean number
of instances (separate and distinct implementations of the same software across
regions or business units) was eight, with 32% having implemented from six to
more than 20 distinct instances.

Such fragmented implementations results in disparate, disconnected sources of
operational information.

Doing IT to people, not for people
Empirical evidence suggests Empirical evidence suggests the impact of ‘IT imposed’ ERP process automation is
the impact of ‘IT imposed’ ERP to transfer accountability of information management performance away from
process automation is to process owners to the IT department. A blame culture emerges towards failure of
transfer accountability of
IT when many of the causes of failure have to do with its poor ‘fit’ to business
information management
needs. Deployment of large scale IT projects over the last 30 years has shown that
performance away from
process owners to the IT ‘doing IT to people’ (i.e. When IT departments take accountability and ownership
department. of project outcomes, defining scope of use and success) reduces functional
accountability and prohibits a culture of curiosity in the way processes work today
or should work tomorrow.

Organizations like financial services firm Investec in South Africa that have asked
their people to come up with their own processes based on business needs have
surprisingly found that the process models they end up with are at odds with the
imposed processes, were significantly less complex and work better at lower cost.
In addition, processes are more adaptive to change because managers and
contributors are fully aware of the reason WHY process steps are taken and can
therefore question their validity. According to Investec this has lead to more
double loop learning (ie. Doing better things rather than doing things better).

Garbage it, garbage out
Data quality continues to be Data quality continues to be the ERP killer. Half a century of enterprise computing
the ERP value killer. Half a has done little to address the problem of data quality and enrichment. The
century of enterprise challenge of keeping data current in IT systems was best articulated by Nancy
computing has done little to Rybeck, global data warehouse architect and data administrator for Emerson
address the fundamental
Process Management in her online article for Information Management titled ‘The
problem of data quality and
enrichment. Bane of CRM: Data Quality’ where she states, “Quite frankly, most sane people
don't find cleansing data any more fun than cleaning the toilet.”

Maintaining data quality is the mucky end of computing that nobody wants to be
associated with but has arguably the biggest influence on usefulness and value.

IT analyst firm Bloor estimates that 84% of data migration projects within large-
scale ERP projects have failed, overran their budgets, or both.

A report by The Data Warehousing Institute in 2002 suggested that problems
keeping data current cost businesses in the United States more than $600 billion
per year. Findings were based on interviews with industry experts, customers and
survey data from 647 respondents.



Whilst harvesting data from beyond the walls of the enterprise serves to enrich the
quality of data, maintaining the data quality of core systems remains a key
challenge for IT managers and a strong reason why control over core systems
must remain with seasoned IT professionals.

A new concept of excellence in enterprise computing

Business computing grew up to serve the silos of operation that existed in
organizations at a time when it was okay to have silos. It supported the status quo
where departmental heads could retain their status around the boardroom table
ERP systems encouraged by owning ‘a piece of the enterprise’ and any asset relating to their domain.
siloism by offering shrink- Enterprise Resource Planning (ERP) software systems encouraged this siloism by
wrapped process automation offering shrink-wrapped process automation solutions for the finance manager,
solutions... HR manager, logistics manager and sales and marketing managers (CRM). While
every department could be assured that ERP systems improve the performance of
the processes each department head, there were sweets enough for everyone to
encourage a spending spree on ERP systems. What has changed to shatter this
panacea model of corporate computing was not the performance of IT
departments to deliver ERP (though it has proved to be expensive and difficult to
adapt), but the environment of business. Globalization, the Internet, more
demanding and individualistic consumers, an always online markets and the hyper
growth economies of Asia – all of these factors have forever changed the
landscape of business so that business leaders must now re-evaluate their
strategies every year rather than every 10, 20 or 50 years. Agility has become the
watchword of business.

A 2006 survey by the Economist Intelligence Unit of 336 senior corporate
executives, one quarter of whom were CEOs, found that 47% of respondents
anticipated major changes to their business model within three years. Hyper-
competitive global markets of the 21st century demand a kind of organization
that thinks and behaves differently.

As business success increasingly depends on the ability of the enterprise to always
fit its most competitive markets, demands for agile information management
processes inevitably fall at the door of IT leaders who find themselves asked to
change the course of their information management systems developments
minute by minute in response to new business situations (akin to standing on the
bridge of an oil tanker with minimal steerage and scant room to manoeuvre). The
The role of ERP systems has
role of ERP systems has been caught up in a boardroom crossfire resulting from an
been caught up in a
boardroom crossfire resulting
unprecedented shift in the concept of excellence in enterprise computing: a move
from an unprecedented shift from ‘best system and boiler-plate processes’ to ‘the most adaptive and
in the concept of excellence... supportive of change’.



Re-thinking enterprise logic

The mechanistic management beliefs of the 19th century sustain in many
organizations; the core logic of the enterprise being that productivity at all costs is
king that emerged in the industrial age. Leaders and managers think of people as
cogs in a machine composed of production line workflows, an ‘economic engine’
fuelled by transactions processed at the lowest cost to produce the highest
potential value. (The huge risk is the business ignores the broader talent potential
of workers, leaving workers feeling undervalued because they can’t leverage their
full ‘talent value’.)

“Many organizations haven’t changed the way they think and work in
decades. Exposing these issues and finding a route to greater levels of agility is
something most corporations can benefit from.” James McNerney, CEO, Boeing.

This perspective or organizational ‘thinking and acting’ is increasingly at odds with
the modern world.

Globalization
The global marketplace has hit the business world on many different levels. Most
obvious is the drift of economic growth towards the emerging economies of China
and India (with one eye on the sleeping giants of Russia and Africa). It’s thought
by the middle of this century India and China might well be producing 80% of the
world’s consumer products. For major corporations of today, globalization means
making sure they have a share in high growth markets. It means hugely scaling
organizations to lever corporate talent assets on a global stage. Very often, it also
means mergers and acquisitions to scale organizations to compete in a world of
corporate titan brands.

Some of these global brands are emerging from the Far East. HTC Corporation is
an example of a new generation global corporation that has leveraged its
component manufacturing of processors to grow into the fast growing mobile
phone industry. Now HTC competes with the biggest phone manufacturers around
the world. The presumption that emerging economies will settle for being ‘cheap’
places to manufacture is proving to be flawed logic. In all industries, corporations
from India and China are innovating.

In a survey of Chinese and U.S. manufacturers by Industry Week, 54% of Chinese
companies cited innovation as one of their top objectives, compared with only
26% of U.S. respondents. Today, Chinese companies spend more on worker
training and enterprise management software than their Western counterparts.

Human cogs that don’t fit anymore
Opportunities to cut human data entry costs and streamline processes have all but
eradicated the use of people in administrative roles where systemization is
possible. The refined role of information workers in business today is to engineer



change, inject ideas and sustain key processes that demand high levels of
competency. But ‘Generation Y’ (the young people leaving education today) is not
happy to commit to a lifetime of employment with one employer. Registering that
employers are no longer able or prepared to promise a job for life – and buoyed
by the demand for information worker talent – Gen-Y is looking for a new deal
and the opportunity to focus on their specialist work role rather than have their
work-life compromised by having to fit into the confines of a job role. Employers
who fail to lever a higher proportion of the talents of individuals risk losing that
talent. This is driving demand for social operating systems in business and new
‘social’ ways of working.

A global war for talent
For various reasons resourcing of talent is becoming a growth threat. Today,
profitable organizations see a concerning dichotomy: a spiral of demand for talent
to fuel innovation and competitive advantage is happening in an era where
generations of experienced workers are retiring. A global opportunity for
knowledge workers ‘without borders’ means scarcity of talent is becoming a major
threat to business success.

The more scarce skilled workers become the more corporations battle for the
best people. Indian companies surveyed by The Economist reported that over 50
percent of their employees had been contacted by another organization, resulting
in a 40 percent turnover rate.

Information consumerism
The 21st century has become an era of information consumerism.

The modern weapons of commerce – the Internet, advertising and brands – are
shaping the values and beliefs of individuals. In a chicken-and-egg way, a new
vehicle for communication changes society that in turn impacts the way people
want to communicate. And so it goes on. The digital age means that in large parts
of the Western Hemisphere, individuals have instant access to news through
digital TV and radio channels and on the Internet. With the emergence of
participative technologies and social operating systems, these individuals can have
even greater influence over buying decisions and brand behaviors.

Society and business are Society and business are increasingly bound by a digital cloudspace that shares
increasingly bound by a digital the thoughts, opinions, and passions of a global online community. It is forming a
cloudspace that shares the market-place of intellect and talent; a global meeting place for a generation born
thoughts, opinions, and
of computers and giving the Internet its conscience. Influencing the growth in
passions of a global online
community. information consumerism are increasing levels of computer literacy in young
people. Corporate computing has fallen behind technology innovation in the
consumer space – so much so that most new innovation in software development
– digital media, mapping, social networking, e-commerce markets, language
translation – are fuelling by demand coming from online consumer communities.



In January 2009, Toronto-based research firm Harris Decima surveying Generation
Y workers about their attitudes towards technology. In their report ‘Freedom to
Compute: The Empowerment of Generation Y’ they stated that approximately 69
per cent of the more than 1,000 people surveyed in said they regard themselves
as highly proficient computer users. This was particularly true among those
between 18 and 29 with postgraduate degrees, 80 per cent of whom said they
were highly proficient. The author of the report states, “Proficiency in this group
is thought of in terms of usage and customization - not software development".

The ideological transition of enterprise logic is slowly being exposed through
changing business behaviors and an evolving role for IT:

Near constant merging of systems and processes
The idea of getting a ‘pure Many business strategies demand that organizations or silos merge and this has
Oracle’ or ‘pure SAP’ unified an inevitable impact on the systems they use. The idea of getting a ‘pure Oracle’ or
system becomes unachievable
‘pure SAP’ unified system becomes unachievable when the pace of merger and
when the pace of merger and
adaptation means that no adaptation means that no process or departmental silo is left untouched and the
process or departmental silo is probability of operating a business empire with a single pure blood ERP system
left untouched. becomes more of a pipe dream than an ambition.

A new profile of data resources
At one time it was thought that up to 40% of corporate critical data was held on
core database systems while 60% of data was likely to exist in the minds and
laptop drives of information workers who serve themselves with information and
who willingly support business processes by calling on contributions of effort and
knowledge found in their social networks. Today organizations are serving broader
Today organizations are information needs by giving workers access to online information services –
serving broader information systems like Googlemaps, Answers.com, LinkedIn, BBC, Met-office and other third
needs by giving workers party data sources - to access knowledge and cross-thread information to build
access to online information new views of information. Could it be that in the next decade, information workers
services.
will access more data from outside of their organization than from within?
Certainly it’s likely as the volumes of data accessible to people from the Internet
grows exponentially.

Federation of portal workspaces
People networks and processes are extending across silos and beyond the
enterprise to serve the information needs of specialist communities. For security
chief this means it’s no longer is it possible to secure the outer boundary of the
enterprise (there isn’t one). Workers themselves want the ability to discharge their
role no matter where they are. The growing popularity of home-workers and
flexible-workers is putting even greater pressures on IT teams to extend networks,
processes and IT systems beyond the Firewall.

Demand for federated portal environments is also coming from sub contractors,
customers and industry partners who today want to share insights, performance
metrics and project outcomes. An increasing number of individuals are choosing



to work as self-employed contractors. These highly skilled individuals are prized by
employers who will work hard to service their information needs in order to retain
their services.

The need for greater re-use of corporate data assets
The ability to improve decision making, workforce productivity and the
effectiveness of processes by re-using corporate data assets is hampered by
complex data architectures and the high cost and complexity of IT projects. The
wall between the business and its IT function continues to stand. Faced with
unhappy information workers who claim not to have seen a significant change in
their productivity since the Spreadsheet, IT leaders are under pressure to find
better ways of re-using corporate data assets.

Volkswagen has introduced a new role of ‘process improvement manager’ to
embed IT skills into improvement teams. The introduction of this new role has
helped Volkswagen to govern the continual improvement in processes by
devolving IT responsibilities deeper into the business and to harness IT skills in a
way that instils a sustained improvement agenda.

Re-discovering IT competitive advantage

With the continuity of systems expected as a ‘given’, IT leaders are today being
measured on their contributions to drive process improvement and the
achievement of corporate outcomes through technology innovation. Releasing
capacity to achieve marked innovation improvements becomes the significant
challenge.

In the early days of IT, even In the early days of IT, even moderate expenditure in systems and software could
moderate expenditure in generate highly visible returns to the business. Newly automated business
systems and software could processes and information worker insights and tools made huge strides in
generate highly visible returns delivering value back to the business; further bolstered by a reduction in head-
to the business. Not today...
count. But these rewards have lessened over time. Over the last decade -
challenged by the complexity of IT software architectures, spaghetti hosting
platform infrastructures and a steady stream of complex upgrades and
enhancements - the size of IT budgets has skyrocketed without significant inroads
being made into workforce productivity, customer value or shareholder benefits.

Over time, the competitive advantage derived from investments in IT has declined

1950’s 1960’s 1970’s 1980’s 1990’s 2000’

Share holder value
$$$$$$ $$$$$$ $$$$$$ $$$$$$
Customer value $$$$ $
$$$$ $$$$ $ $$$$ $$$$$$
Innovation $$$$$ $$$
$$ $$ $$$$ $$$$$$ $$$$$$ $$$$
$ $ $$$$ $$$$$$ $$$$$$ $$$$$$

Business continuity



Recent attempts to increase in customer value have been seen in customer service
centres and online web portals. Organizations have invested $millions in
Customer Relationship Management systems and associated online strategies But
too great a focus on process mechanization with too little regard for the human-
centricity of organizational design (i.e. honouring social processes, killing the
corporals, the need to harvest talent, register the role of social networks, set
behavioral standards etc.) has won incremental value in one area of customer
value to the detriment of other areas of customer service quality and workforce
goodwill.

Since the 1990’s the level of shareholder value from IT investments has plateaued

25

20

15 Customer Value
Shareholder Value

10 Process Mechanization
Workforce Productivity

5

0
1960's 1970's 1980's 1990's 2000's

Source: NDMC Consulting 2005: Illustrating the value of IT to the business:

Vanilla IT
Vanilla IT – Have IT leaders lost One argument explaining why this has happened is that corporations have
the will to seek out competitive lowered their aspirations for technology and IT leaders have broadly come to
advantage from IT systems? accept ‘vanilla IT’ as the status quo. They’ve lost the will to seek out competitive
advantage from IT systems. A belief of many technology gurus is that enterprise
computing has become more about ‘standards and compliance’ than competitive
advantage – better for every player in a market to use the same underpinning
technology stack nulling out the influence of IT on competitiveness.

Regulation is driving information technology (IT) spend and this is stifling
innovation. We are seeing ‘vanilla IT’. Vanilla IT has become too prevalent in
many large enterprises. The organization is preventing users having anywhere
near the computing power they have at home. James Bennet, Director of
Technology, Communications and Entertainment at Ernst & Young



Services-oriented architecture

SOA - Enables the aggregation
A services oriented architecture enables the aggregation of a diverse portfolio of
of a diverse portfolio of IT
assets in order to deliver IT assets in order to deliver business services that support operations more
business services. effectively, with minimal effort, and without the need for specialized skills. In a
services oriented architecture, programs are essentially turned into black boxes
that can be used to build new business services without any knowledge of where
or on what system they are running.
Companies with ERP systems
will immediately benefit from Companies with ERP systems investments will immediately benefit from years of
years of data asset data asset investments as this knowledge becomes accessible to departments and
investments... decision makers across the enterprise. Technology investments can feed off each
While IT gurus argue over the other creating the maximum value and improving return on assets. While IT gurus
source of competitive argue that competitive innovation will likely come from innovations in cloud
innovation - without the ability
computing, social operating systems, agile development and web portal strategies,
to access, transform and re-use
corporate information assets -
without the ability to access, transform and re-use corporate information assets,
opportunities to lever there can be little doubt that opportunities to lever competitive advantage are
competitive advantage are significantly constrained.
significantly constrained.
Perceived value benefits of migrating to a services oriented architecture and operating environment
(employing social operating systems and data mashup tools)

Source: Encanvas Ltd 2008©

Creating capacity for change

For IT leaders, the key challenge For IT leaders, the key challenge today is to rekindle the competitive impact of the
today is to rekindle the IT function through adoption of a services-oriented architecture but to do this
competitive impact of the IT
requires a re-alignment of investment to value: economies have to be found in
function.
operational budgets to release capacity and money for innovation. A number of
embryonic strategies are surfacing in the boardroom (often sponsored by CIOs / IT
leaders) to facilitate this resourcing transformation:



Passing responsibility back to line-of-business managers
IT leaders are happily jumping
IT leaders are happily jumping on the willingness of (increasingly IT literate) line-
on the willingness of line-of-
business managers to take of-business managers to take accountability for IT projects to try out and validate
accountability for IT projects to new innovations. With information management being so critical to workforce
try out and validate new productivity and process excellence, progressive line-of-business managers are
innovations. leading the charge to try new things and lever technologies they use in their social
lives that have yet to cross the Rubicon into the business world. The deal being
offering by resource constrained IT leaders is straight-forward: “So long as it
doesn’t threaten business continuity or security, see if you can make it work in
your department and, if you can, then we’ll talk.”

The report ‘Greater Business Value" published in 2008 by IT industry analysts
Gartner Inc. exploring the changing landscape of enterprise business intelligence
states that by 2012, business units, not technology departments, will be held
responsible for more than 40 percent of the total budget for BI projects. They add
“While technology departments might be making decisions about what
technology products to run, business units will be the ones deciding what to do
with those tools once they're in the enterprise.”

Cross-sourcing operational IT duties
To align IT budgets away from operational pressures towards innovation,
organizations are exploring outsourcing and cross-sourcing arrangements with IT
services companies where proficient expertise can be acquired on demand to
serve operational demands. Key areas of outsourcing include applications
engineering, help-desk, upgrades, security and platform administration.

Platform outsourcing and cloud computing
Cloud computing - a computing Cloud computing is a computing model by which users gain access to their
model by which users gain preferred portfolio of information services from anywhere, through an Internet
access to their preferred
browser. The term ‘cloud’ is used as a metaphor to suggest a digital cloud that’s
portfolio of information services
everywhere; supplying a seemingly endless source of processing resources. The
from anywhere, through an
Internet browser. advent of cloud computing is providing new opportunities for organizations to call
on the investments and expertise of specialist platform management vendors. The
cost of maintaining systems and supporting demands for change is encouraging IT
leaders to consider moving their systems to ‘the clouds’.

The growth rate of cloud computing is expected to be over five times that of on-
premise IT delivery and consumption models. Market analysts IDC suggest that
‘One third of all new IT investment will go on cloud-based technologies by 2013’.
By 2012, they predict, customer spending on IT cloud services will grow almost
threefold to $42 billion.

Adopting agile design and self-service tools to serve up agile IT
An unsupportable level of demand for information is causing IT leaders to
consider new ways of bringing more self-serviceability of applications to online
web workers.



Middle managers spend more than a quarter of their time searching for
information necessary to their jobs, and when they do find it, it is often wrong.
Source: Accenture Information Management Systems sponsored survey, January
2007.

In response to these demands, IT leaders are adopting services-oriented
information management architectures whereby IT teams forge ‘formal’ data links
to core data sources to make ‘web services’ available to business users on their
own terms. Information is served up in a form that is easily understood and may
be re-used time and again by users for different applications without creating a
The risk for IT teams of making mishmash of data structures and connections to systems that would degrade
more self-service tools available database performance and be impossible to regulate or sustain. The risk for IT
to departments is a free-for-all teams of making more self-service tools available to departments is a free-for-all
that results in unmanageable that results in unmanageable data structures and risks of data corruption, security
data structures...
breaches and accounting errors owing to users unknowingly looking at the wrong
data – or worse still, exposing sensitive data to unauthorized people.

Advances in operating systems and Rich Internet technologies are introducing a
new generation of software applications that provide pint-and-click tools for IT
teams to design and deploy new business applications without the overheads of
integration and programming. These tools enable IT teams to design applications
iteratively in consort with business stakeholders. Not only do these new design
methods increase the likelihood of better applications, they also remove the costs
of reworking (i.e. Re-coding applications when authored solutions don’t meet the
business need/user expectation).

Mashing up the enterprise
The Long-tail of applications The people responsible for innovation, sales growth and the empowerment of
demand – Small communities of cross-organizational teams represent a proportionately small group of users as a
users demanding proportion of the total enterprise community, yet their demands for applications
proportionately large numbers are disproportionately high creating what has become known as the ‘long-tail of
of applications.
applications’ (see how the diagram stretches out to the right because of small
numbers of users demanding a larger number of applications to serve their needs).

The long-tail of applications; a driver for service-oriented architectures



Social operating systems
The successor to enterprise portal suites, these systems manage and facilitate
human social relationships and interactions to provide individuals with a means of
accessing social networks, content, applications and communications tools at any
time. The always online society made possible by the Internet and mobile
computing is the primary factor behind the timely arrival of social operating
systems while the so-called ‘participative age’ is the prime driver of demand. The
Social operating systems place marked difference between social operating systems and the enterprise portal
people networks at the core of
suites that precede them is the realization that people and their networks must be
computing architectures.
at the very core of the computing architectures if they are to be successful rather
than databases (i.e. ‘doing IT for people, not to them’).

Exposing the rich social fabric that underpins business life and capturing meta-
information on user behaviors, relationships, knowledge sharing, document
collaboration etc. means for the first time that IT systems can progressively learn
what matters most to users inviting a new era of collective intelligence and
wisdom. It’s not inconceivable that within a matter of a few years, social operating
systems will be able to serve relevant content to users even before they know they
need it, and the greater use of natural language enquiry and predictive models
could further sharpen the ability of systems to almost instinctively interpret and
respond to user needs.

With social operating systems, the concept of networks morphs from a vision of
wires and computers to people and their relationship ties. Social operating
systems might be considered the ultimate end-game of computing; a human-
centric computing model that binds information, knowledge and wisdom to
people and communities. Only recently has business computing shared with the
consumer world a similar vista of the future as interest in social networking, and its
business impact, has grown.

For business, the critical role of For business, the critical role of social operating systems is to facilitate the creation
social operating systems is to of gated social networks that may be used as part of organizational design
facilitate the creation of gated because they can be made accountable for delivery of specific project outcomes
social networks...
while contributors are contracted for their specific contributions to the outcomes.

This organizational design component removes any potential lack of clarity over
intellectual property ownership, terms and conditions of contributions etc. and
makes on-demand resourcing of talent and knowledge markets a realistic
possibility. This is exampled in the illustration overleaf that shows the
requirements of a gated social network for business.



Design components of a gated situational social network.

( , , );
End of people-
The organization Comma Two less
Your senior grid ‘Rest-of-
owns the signifies the senior
intellectual end of the first team of three participants in World’
property of the level of people the network
People-grid. hierarchy

Comma
signifies the
Brackets You – the end of the
End of secure
denote a originator and network
second level
secure owner of the of hierarchy
network. network

Copyright NDMC Ltd 2006 ©

The emergence of social The emergence of social operating systems is hugely relevant to ERP strategy
operating systems is hugely because these platforms promise to become the future consumption vehicle for
relevant to ERP strategy
corporate information assets; where the App Stores and information services they
because these platforms
promise to become the future
employ become the information building blocks that bridge between the
consumption vehicle for traditional world of enterprise computing and the new world of secure online
corporate information assets. communities and millions of unique information experiences delivered online
every day.

Social operating systems are the essence of human-centric computing – easy to
use, focused around the ego-centric needs of individuals and their social networks.
Their broad capabilities require significant investment from vendors and this
prohibits the number of potential vendors likely to be able to offer mature
solutions.

Current front-runners vying for inclusion in the early stage social operating
systems market include such names as Apple, Facebook and Google. Other
companies on the fringe and likely to break into this market include Amazon, eBay,
Cisco, Microsoft, IBM, Oracle, Socialcast, BlueKiwi, LinkedIn, Encanvas (Squork) and
Jive.

Social operating systems exploit Rich Internet platforms to provide easy-to-learn-
and-use applications accessible anywhere. They combine data mashup
applications, exploit web services and adopt the ‘App Store’ concept popularized
by the iPhone to recycle and re-use applications. They also focus more on the
support of ‘social processes’ to serve human needs for appropriate protocols
supporting casual, informal and formal conversations together and giving social
context to the interaction of people.


Social operating systems support a rich feature-set limiting the number of players

Identity & access controls Directory and lookup Person-to-person comms

Relationships

Communication
Security
Data governance & Social networks Group comms
security Social graphing File transfer
Systems, data transfer & Recommendations Web-chat
networks
Social coordination VOIP
Rights management
Spam control Email
IP ownership
SMS

Semantic tag content Desk sharing Classified advertising
Content

Commerce
Collaboration
management Document collaboration Auctions
Data visualization tools Recommendation Shopping
Recommendations Project management Recommendations
Collective intelligence Activity management Knowledge markets
Search Outcome measures Talent markets

Re-usable applications and Web Services Agile dev. tools
App Store

Data Integration

Agile Dev.
mashups Data mashups Logic
Mobility Data Connectors Data mart and store
Maps Information Flow Design creation
Business Intelligence Custom programming
Dashboards Application Life-cycle
Reports (etc.)

Social operating systems Social operating systems leverage new asynchronous hybrid forms of peer-to-peer
leverage new asynchronous and group web-chat communications that have advantages over email given that
hybrid forms of peer-to-peer interactions are live, group-based and more secure; delivering a user experience
and group web-chat...
more in-tune with a generation of web-workers accustomed to ‘instant’
communications and collaboration over the Web.

‘Hybrid’ social web-chat technologies bring people together on the same page



Inclusive security
A major inhibitor to innovation in IT has been the threat of data security breaches
and non-compliance brought about by use of inappropriate systems. It’s no longer
possible for organizations to protect their outer boundaries; with the advent of
Inclusive security – It’s no longer
possible to protect the outer
collaborative working practises sub-contractors, industry partners and customers
boundary of the enterprise... all expect to access information that has traditionally been held within the Firewall
of the enterprise. For this reason the computing industry has moved towards
inclusive security models that govern identity management and access to systems,
data governance, system security and intellectual property rights management.
Overcoming these security threats without creating a burden of operating
overheads (the result of having to perform unwieldy data governance and
administration tasks) makes adoption of new approaches more possible and more
affordable.

Re-modelling for enterprise information management architecture

With the inevitable acceptance that there can never be a ‘closed corporate
information management system’, the assumed role of ERP systems is now under
scrutiny. The question now being asked is which components are ERP components
best at and what to do for other areas.

The key layers of modern enterprise computing platforms are:

Hosting Layer
This is the core hardware and software computing platform and its associated
management and administration tools. Increasingly, organizations are expected to
outsource core systems platforms in the next period due to the economies gained
by cloud computing (‘multi-tenant’) approaches but there remain major concerns
relating to the proprietary nature of current platforms, limitations in the ability to
scale data stores and base customer service and applications deployment platform
administration tools.

Administration Layer
The administration layer includes software and related services responsible for
technical development, governance and continuity of business systems. This
segment is experiencing the most dramatic shift in scope and approach owing to
the introduction of agile development techniques, data mashup software tools
and integrated software platforms like Encanvas Secure&Live™ that support
massively scaling ‘secure and live’ portal architectures demanded of social
operating systems.

Master Data Management Layer
Master data management – Managing a single version of the truth continues to be a business critical necessity
managing a single version of for business organizations. Achieving this in a services oriented world requires
the truth...



richer tools to understand how data is being governed, who is using it and HOW
they are using it. Where third party data is being used, Master Data Management
strategies must take account of how useful and accurate external sources are and
what level of trust should be attributed to them.

Information & Apps Services Layer
This technology layer provides software tools and related services to enable IT
professionals to support the information service delivery needs of information
workers. While the future of computing is likely to involve greater self-servicing of
information, and the services that provide information, the level of computer
literacy today means that most people in business do not understand how
relational databases work and this absence of knowledge can cause critical errors
if not governed appropriately. For example, it’s conceivable that a business
manager might elect to create their own ‘data mashup’ of customer data and
statistics and base decisions on this insight without knowing that they are
referencing the wrong tables in the database. It is likely that the majority of
New point-and-click tools will organizations will continue to employ IT professionals in support of applications
dramatically reduce the burden and web services development, but new point-and-click tools will dramatically
of programming... reduce the burden of programming, testing, deployment and re-working of new
applications.

Integrated Software Platforms like Encanvas Secure&Live provide a complete
environment for the design, deployment and operation of applications

Social Operating System Layer
Social operating systems provide information workers with a ‘secure and live’
Social operating systems
provide information workers virtual workspace able to blend social networking, collaboration, communications
with a ‘secure and live’ virtual and access to business systems in a single environment accessible anywhere via a
workspace... browser. The massively scaling portal architectures of social operating systems
mean that users can enjoy uniquely rich and personalized experiences. They are



able to collaborate with fellow colleagues, customers and suppliers in open and
gated workspaces whilst having fewer concerns over security of data, systems and
protection of intellectual property than they have today.

Comparison between traditional and modern view of enterprise computing

Enterprise Portal Suite Social Operating System
(Consumption Layer) (Consumption Layer)

Security Communications Collaboration Security Relationship Communications

Content Content Collaboration Commerce

Apps Store
FIREWALL

Front-office Middle-Ware Information & Apps Services Layer

Office Business Process Web Services Data BPM &
Apps Management Library Mashups Logic

Shrink-wrap Integration
Apps Master Data Management

ERP Administration Layer
Back-office
Customer Web Server Application Site
Financials Human
Relationship Management Lifecycle Administration
Resources
Management

Stock Control Supply Chain Assets Data Quality Security Agile
Management and ETL Development

Integration Middle-Apps
Hosting and Administration Layer
Development Web Server Management and
& ALM Site Administration Hosting Layer

Hardware Operating Platform Virtualized Operating Administration
Systems Administration hardware Systems

Data Quality Security Upgrades Data Quality Security Platform Version
and ETL and ETL Control

Systems Network People Network



So which components of IT architecture should ERP systems deliver?

The issue of determining what proportion of the total enterprise information
management architecture should be delivered through ERP is a growing debate.
The chart below provides a summary of the key technology platforms and
considers which of these capabilities ERP is best suited to deliver.

Arguments For Arguments Against
Master Data ERP systems adopt A single ERP system can
Management robust protocols to never support the
ensure data assets are majority corporate
made secure information assets of an
agile enterprise
Business Process ERP systems provide Processes implemented
Modelling boiler plate solutions by ERP systems tend to
for core business be an over-kill. Case
services experiences show that
business stakeholders are
best placed to specify
their information
requirements
Customer Relationship ERP systems can ERP systems demand that
Management integrate CRM sales representatives
processes to create a spend too much time
joined up IM strategy manually entering
information
Enterprise Portal and All major ERP systems ERP systems have limited
Social Operating now offer portal track record in supporting
Systems solutions social networking and
mashup portals

With no single strategy fitting every organization, there are several strategies IT
leaders can explore:

UPGRADE

Large footprint - single source
Find an ERP system that has the agility to scale to meet all business needs. There
are technical reasons why this probably isn’t possible. Furthermore the dexterity of
functionality – and social networking functionality - required by service oriented
platforms are normally at odds with the culture of ERP systems vendors. There are
ERP vendors tend to charge a
also affordability issues to consider as ERP vendors charge a premium for software
premium for their software
modules - buyers can only modules based, no doubt, on the premise that buyers can only source modules
source modules from them if from them. Even if a vendor is able to deliver all of the functional components
they want a single source needed for the enterprise, it would still be a sensible precaution to make sure
solution integration options exist to blend systems (as no system is an island these days).



Thoughts.
 What agility exists to support near-constant change in processes?
 How to service the long-tail of applications demand
 How open is the platform? Does it use a proprietary database that will
be difficult to migrate from?
 Approach to services-oriented architecture
 Master data management policy
 Social operating system features
 Is there an SOA version?
 Are charging models able to support a pay-as-you use (utility) based
pricing model
 Is a cloud borne solution an option?
 What level of proprietary tie-up is involved?
 What is the cost of migrating to the new ERP system from the old?
 What data-quality strategy does the vendor recommend?
 What is the potential cost of porting to an alternative system
 Support for mobility and remote working
 Policies and protocols for inclusive security including network,
message and systems security, identity management and access
control, data governance and security and IP protection

Small footprint - focus on a core business processes
Another stance is to source an ERP product that shows promise in its support for
core processes and explore BPM tools as a means of providing richer support for
the enterprise with agile development methods. In this case the proposal focuses
on a small foot-print of ERP recognizing that – in the age of information
consumers – ERP systems can no longer be the sole gate-keeper of enterprise
processes and information assets.

BUILD

Medium footprint - build your own ERP solution
It’s almost hard to think about now but in the early days of computerization of
financial accounts it wasn’t uncommon for large corporations to build their own
ERP solution. With today’s agile development software and BPM tools there are
arguments that organizations are better placed than ever before to consider self-
authoring a solution that fits their business and can be serviced by multiple
contractors without a restrictive commercial tie-in to one vendor.

Probably the most popular MODERNIZE
emerging strategy is to consider
a blended strategy formed Medium footprint – A blended strategy
around a Master Data
Probably the most popular emerging strategy is to consider a blended strategy
Management (MDM) and
Services-Oriented Architecture
formed around a Master Data Management and Services-Oriented Architecture
(SOA)... where the usefulness and ‘fit’ of existing ERP data assets is assessed and decisions



are made whether they should be re-sited, merged with another ERP system or re-
designed. With the broad range of mature offerings in the BPM and agile
development arena now available a growing number of IT thought-leaders are
promoting the idea of Rich Internet based blended strategies.

Bruce Richardson of AMR Research Technology in his article ‘ERP Doomsday
Scenario: Death by SOA? (August 17, 2006)’ suggests a doomsday scenario for ERP
vendors is that, circa 2010: SAP and Oracle customers stop buying applications
from their ERP vendors. Instead, they contract with low-cost Indian or Eastern
European integrators to build custom composite apps that sit on top of their ERP
backbone. In 2005 a major wholesaler was able to forego a PeopleSoft upgrade
by putting new features out in a service-enabled middleware stack. Richardson
suggests, SOA may not overcome ERP with one big swoop, but through a
dribbling of features toward the service layer, forestalling or reducing upgrades.

No footprint - Forget ERP, think MDM!
Consider what the Master Data Management strategy of the enterprise should be
and what role a core ERP system should fulfil. There are arguments that more
A more thoughtful and future- adept Business Process Modelling (BPM) tools exist to create processes across the
proof strategy is to consider enterprise; that customer relationship management should be more social and
what the Master Data community based and that sourcing more open applications solutions is more cost
Management (MDM) strategy of
effective and assure a ‘better fit’ to the way a business actually works without
the enterprise should be and
what role a core ERP system having to synthetically re-model the business to fit the ERP system.
should fulfil.
OUTSOURCE AND SOA

Open, services-oriented ERP outsourcing
An increasing number of service-oriented ERP offerings are appearing in the
market, fuelled by the potential of cloud computing and Rich Internet Applications
to provide a more, affordable, open and agile computing platform for businesses
that is better placed to deal with rapid growth and scale to global proportions.

Competency matching

The disciplines demanded to meet all project aspects are unlikely to be supported
by a single vendor. Referenced competencies might include:

Item Competencies Source
1 Data analytics, ETL and master data management Data quality and ETL
2 Organizational engineering and alignment Management consulting
3 Business processing modelling and RFP design IT consulting
4 Systems supply Systems vendors
5 Systems deployment and project management Systems vendors / IT
consulting
6 Project facilitation, outsourcing and cross-sourcing App dev, systems
Platform support engineering, outsourcing
7 Customer service and help-desk Outsourcing



Key project stages

While different circumstances and project kick-off points will vary approach,
Encanvas identifies the following project stages as being important:

Recommended phases of ERP improvement programs

Data audit
Master Data Management
Data health-check Data migration plan
(MDM) vision and strategy

Discovery and value chain mapping
Improvement
Current status Future wanted state
programming strategy

Alignment and IM architecture
System analysis Gap analysis Tech specs, RFP specs

Business process modelling

Business analysis Systems analysis Roadmap

Procurement

Selection Commissioning

Partnership
Service agreement Selection Partnering



1. Data audit
Know what you know and cut IT projects costs and risks

Businesses spend billions of dollars migrating data between information-intensive
applications yet 75% of new systems fail to meet expectations, often because flaws
in data quality or the migration process are not adequately validated. With the
excitement of new systems and capabilities, data migration planning is sometimes
seen as the ‘dirty end’ of IT systems transformations: shifting data from one bucket
to another via a process that it seen as a necessary administrative overhead. The
The most effective way to most effective way to deliver value from new systems is to make sure data quality
deliver value from new systems is high at an early stage. A data discovery audit enable organizations to quantify
is to make sure data quality is
and publish evidence of the true impact of Data Quality issues within the business
high at an early stage.
before advanced plans and expectations are put in place.

Advanced interrogation and analysis tools speed up and improve the quality of data
analysis enabling planners to appreciate data quality threats

Source: Datanomic Ltd

2. Discovery and value chain mapping
Business case development: Appreciate how to align information management
strategy and priorities to make the biggest impact on customer value and
operational excellence.

The discovery phase, when The discovery phase, when conducted in an inclusive manner, minimizes project
conducted in an inclusive risk by sharing project goals and expectations with stakeholders and ensuring
manner, minimizes project risk there is a shared commitment (and accountability) to achieve project goals. This is
by sharing project goals and
an opportunity to engage with stakeholders to identify quick wins, scope critical
expectations with stakeholders
and ensuring there is a shared success factors, appreciate human-centric areas of organizational improvement
commitment (and and any additional information management requirements that may fall within or
accountability) to achieve beyond the scope of the project. Key analytical elements include an examination
project goals. of MDM strategy, a data quality heath-check and information service needs
analysis.



Approach:
1. Scorecard development / review
2. Economic value chain modelling
3. Issue Signature Analysis (ISA) for key stakeholders
4. Workshop reviews with senior management team
5. Draw up statement of requirements

Considerations:
Agree a discovery project profile. Thought should be given to:
 Does the organization understand how its processes contribute to
strategic objectives and golden threads?
 To what extent are customers, industry partners, channel partners, sub
contractors, outsources, SSC’s (etc.) contribute to the economic value chain
and, if they do, to what extend must ERP systems support them?

Outcomes:
Improvement programming report comprising of:
6. Project scope
7. Strategy model
8. Recommendations for improvement programming (including training)
9. Options and opinions - quick wins and critical success factors
10. Risk analysis
IM discovery report comprising of:
11. Project scope
12. MDM report (including findings and recommendations)
13. Data quality report (including findings and recommendations)
14. SOA report (including findings and recommendations)
15. Opportunities and quick-wins
16. Statement of requirements
17. Risk analysis

3. Alignment and IM architecture
Develop coherent IM strategy: Gather business and technical requirements to
create an information management strategy aligned to the current and anticipated
future organizational needs with clearly articulated customer value and
operational excellence benefits resulting from project investments.

Approach:
18. Mapping and prioritization of processes to economic value chain
19. Action framework organizational design model
20. Architectural modelling
21. Draw up statement of requirements

Outcomes:
IM report comprising of:
 Project scope



 Strategic alignment model (cascading scorecard)
 Process maps
 Data quality and enrichment strategy
 MDM strategy
 ERP strategy
 Portal strategy
 Opportunities, quick-wins and risk analysis

4. Business process modelling
The purpose of this phase is to provide detailed use cases and process models as a
pre-curser to development or procurement.

Approach:
22. Business analysis
23. System Analysis
24. Development roadmap or specification for RFP

Outcomes:
 Business process and system analysis
 Requirements specification
 RFP documentation or development roadmap

5. Procurement
The procurement phase for systems or services.

6. Partnership
The purpose of this phase is to select appropriate partners for hosting, cross-
sourcing and outsourcing to re-align IT investments away from operational
competencies towards innovation and improvement.

Considerations

Given its strategic remit of ERP systems to guide the hand of core business
processes and protect and serve the most critical information assets, any decision
to replace or upgrade is a big one. It’s worthy of considering a series of broader
strategic questions:

1. Check to make sure you’re answering the right question
Understanding WHY a change in ERP system is being considered helps
focus minds on how to better serve business needs. When approaching
ERP deployments second time around, it’s likely that transactional
processes are well understood and function well, so the broader question
is around the growth support opportunity, such as support of online
communities (partners, suppliers, customers) etc.



Drivers for upgrading or modernizing ERP systems may include:
 The cost of the incumbent ERP system is getting intolerable
 Platform obsolescence
 Platforms fail to fit business needs
 Inability to support communities
 Harmonization – Too many ERP systems
 Cost of sustainability and upgrades
Drivers that raise ‘ERP performance’ on the priorities agenda may provide
an opportunity to reflect on the balance of accountability within
departments over IT projects. It might also offer the opportunity to re-
qualify the alignment and value that IT offers the enterprise. A broader
debate can deliver more returns to the business, such as:
“How should the IT function support process owners in always
delivering operational excellence and what is the expected future role
of ERP systems in this context?

2. Question if ‘mechanization of processes done by IT’ the right path
There is a huge risk that ‘doing IT to people’ will only result in more
mechanization without creating ownership, accountability and double loop
learning in operational silos. Improvements in IT ‘functionality’ and data
quality might well be offset by poor workforce engagement and a lack of
talent exploitation. Perhaps a better strategy would be to engage
departmental leaders on how to engineer continuous improvement and
consider embedded process improvement managers (trained in IT) within
change teams.

3. Think about the broader master data management outcomes
Accepting that the majority of business critical information will in future be
sourced from beyond the boundaries of the enterprise, perhaps a review
of Master Data Management and SOA strategy will define requirements
and scope of ERP.



Recommendations

Before making decisions on how to modernize ERP platforms, IT leaders should
consider the following strategic questions:

1. How does the organization set an improvement agenda that embraces
process mechanization but isn’t driven by it (resulting in ‘doing IT to
people, not for them’)?

2. How well does information management strategy serve the business today
- and what about tomorrow? What gap exists?
a. Is the standard of data quality able to support the objectives of
improvement programmes?
b. What Master Data Management architecture should exist to
support change in the business and what role has ERP to play in
that strategy?

3. How can a joined-up improvement program be initiated that:
a. Delivers break-through customer and shareholder value benefits,
competitive advantage and cashable efficiency savings
b. Encourages line-of-business stakeholders to take accountability
and responsibility for improvement.
c. Considers human and system opportunities (and threats) of
improvement
d. Meets IT deadline targets for systems improvement



The role of Encanvas in ERP modernization

Encanvas® software makes the workplace work better, bringing value to the
Microsoft® enterprise platform by creating the technologies organizations need to
spend less and achieve more from software investments. The company has created
the world’s first Integrated Software Platform; digital equivalent of the micro-chip.
Its Secure&Live™ platform enables the design, deployment and operation of
applications without coding or scripting all made possible by a single tightly
coupled architecture. Encanvas facilitates the massive scaling of portal
architectures so users can communicate, share information and their applications
in real-time while operating in ‘secure spaces’ that protect systems, data, identity
and intellectual property.

Risk mitigation
Encanvas reduces project risks in the following ways:

1. Encanvas rapidly constructs functioning software applications (that are live
working systems, not prototypes or simulations) to enable stakeholders to
quickly realize the value of applications without exposing the organization
to high costs of development.

2. The cost of learning is slight. Developing new applications is a learning
exercise and mistakes will inevitably be made but, with Encanvas, the cost of
change is minimized by its iterative design approach and simple
deployment.

3. Encanvas adopts industry standards in every aspect of its deployment which
means there is no proprietary tie-in to software vendors.

Software development cost reduction
Encanvas Agile is an example of an agile development environment created for the
services oriented world. Using ready-made applications building blocks, Encanvas
dramatically reduces programming overheads and encourages iterative design
and publishing of business applications.

Encanvas is supplied on a licensing model which means there is no on-cost for
successive applications. IT teams can create as many applications as they like for
portal or mobile deployment without any frictional IT costs. Furthermore, Encanvas
releases capacity in IT teams to focus investments in IT towards customer value
and shareholder returns.


Impact of Encanvas Secure&Live™ on software development process and costs

Time

Project
management
overhead

Maintenance &
Enhancements

Help files

User testing Plus:
Re-working Encanvas produces
Testing and tuning hundreds of unique
Cross browser web experiences!
compatibility
 Smaller, simpler projects mean
lower project overheads
Development
 Webshow360™ provides
remote support (guide users
through applications online)
 Version Rollback™ means
updates and enhancements
are made simple!

 Automates help file creation
PM overhead  Iterative design means no re-
Maintenance working
Help files and  Cross-browser support
documentation  Rapid, iterative development
Database Design User testing using ready-made components
Testing and tuning  Auto database creation
Integration
Development  AnySource™ data mashups
and integration
 Data analysis / re-usable flow
Data analysis Database creation
design tools
Integration
 Iterative development
Data analysis
Specification requires less detailed specs.
 Small project teams,
Spec. Development less complexity
Project setup Project setup

Traditional With Encanvas®
development
project



Growth innovation support
Encanvas supports growth innovation within organizations by enabling IT teams to
serve more stakeholder requirements for ‘best fit’ solutions. It offers a ‘see-no-
code’ design, deployment and operational management platform that cuts the
amount of coding and scripting required when deploying business applications. It
facilitates the embedding of IT professionals into business improvement teams to
design new applications iteratively in consort with stakeholders; speeding time to
value, cutting the complexity/cost of projects, and removing re-working and
integration costs.

Data mashups and federated applications
Advanced data integration capabilities enable Encanvas to exploit services
oriented architectures and acquire data from silos across the enterprise and
beyond. Its ability to re-use and bridge across information sources to create new
business applications and dashboards provides rapid time to value.

Supporting information management for communities
With its rich data integration and mashup features blended with Rich Internet
Applications development and cloud based deployment, Encanvas extends ERP
systems to support the needs of supplier, industry partner and customer
communities.



Contact Information

About the Author

Previously holding a series of Sales and Marketing Management and Directorship
positions in the European IT industry, in 2002 Ian Tomlin co-founded the
International Management Consultancy NDMC Ltd whose portfolio of clients
includes some of the world’s largest public and private sector organizations. With
Nick Lawrie he co-authored ‘Agilization’, a guide to regenerating competitiveness
for Western World companies. Ian Tomlin has authored several other business
books and hundreds of articles on business strategy, IT and organizational design.

About Encanvas

Encanvas makes the workplace work better. We bring added value to the
Microsoft enterprise platform by creating technologies organizations need to
spend less and get more from their software investments. We’ve created the
world’s first Integrated Computer-Aided-Applications-Design (CAAD) Software
Platform. Encanvas Secure&Live™ facilitates the near-real-time design,
deployment and operation of applications without coding - all made possible by a
single tightly coupled architecture. It offers a massively scaling portal architecture;
so users can communicate, share information and their applications while
operating in ‘secure spaces’ that protect systems, data, identity and intellectual
property.

Encanvas Inc.
2710 Thomas Avenue, Cheyenne, Wyoming 82001 USA.
(Americas) +1 201 777 3398
(Europe) +44 1865 596151
www.encanvas.com
All information of whatever kind and which is contained in this documentation shall be called for the purposes of this
project ‘Confidential Information’ and remains the property of Encanvas Inc. All trademarks and trade names used
within this document are acknowledged as belonging to their respective owners.


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