AARNetEnterprise Architecture

EA Symposium

1-2 November 2006

3

AARNet - Background • 1989 – Origin of the Internet in Australia• 2000 – Started operating as a company - 38 Universities & CSIRO• 2004 to 2006 - Build AARNet3 network – 35 staff, $30M turnover• 2007+ Enable customers to meet their business objectives

4

Method for Review

1. Identify & Segment Stakeholders

2. Model the Business Processes

3. Analyse

a. Stakeholders vs. Process

b. Process vs. Systems

4. Identify Priority Projects

5. Develop Systems Architecture

After spending some time with David Bedwell (CSU), I took the following approach:

People

Process

Technology

APL Stakeholder Segmentation

CustomersDirectors of IT

Educators

Researchers

Students

Un-federatedInnovators

IT Staff

APL

Don Robertson

Middleware Policy & Strategy

Alex Reid

1. Building & Operating Australia’s

Advanced R&E Network

2. Roadmap for Future

Connectivity

CEOChris Hancock

Network OperationsSteve Maddocks

Network DesignMark Prior

Project ManagementDoug Farmer

Finance &Administration

4. Reaching Our Communities

3. Developing Applications &

Services

FinanceLee Ridge

Business DevelopmentMary Fleming

Applications & Services

James Sankar

Customer Account Management

Rob Ewin

Don Robertson

Middleware Policy & Strategy

Alex Reid

1. Building & Operating Australia’s

Advanced R&E Network

2. Roadmap for Future

Connectivity

CEOChris Hancock

Network OperationsSteve Maddocks

Network DesignMark Prior

Project ManagementDoug Farmer

Finance &Administration

4. Reaching Our Communities

3. Developing Applications &

Services

FinanceLee Ridge

Business DevelopmentMary Fleming

Applications & Services

James Sankar

Customer Account Management

Rob Ewin

ShareholdersVice-Chancellors

& CEOs

APL BoardBoard Members

Advisory Committee

AAC Members GovernmentDEST DCITA

StateJurisdictions

Suppliers

Strategic Partners

Carriers

Vendors

7

I originally started too low-level…

Process Owner: Lee Ridge

Customer Billing Process (“Service Provisioned” to “Invoice Sent”) Map of existing process

App

licat

ions

&

Ser

vice

s

Opt

ical

In

frast

ruct

ure

Gro

up

Cus

tom

er

Rel

atio

nsFi

nanc

eO

pera

tions

A3 ServiceProvisioned

Activity Data Collection

(A3)

Summarise & Format data.

Report on web server

Rate activity data to determine charges

(Quarterly)

Optical Service Provisioned

Invoice data entered

- Finance One

Generate Customer Invoice

Consolidate FeedbackInvoice Errors?

Invoice Sent to Customer

No

Yes

Billing Request

Doug FarmerV1.0 19 July 2006

Related Processes:1. Service Provisioning2. Accounts Receivable

ApplicationProvisioned

Activity Data Collection

(Apps)

Summarise & Format data.

Report on web server.

Billing Request

Billing Request

Customer Issues & Feedback

No procedure for data validation or exception alerts?

Report printed from website and manually entered

into excel spreadsheet

S/sheet printed.Manual entry to

Finance1

Copy of Invoice should be

available for APL staff to view

Customers view Activity Report

Feedback & Requirements to Process Owner

No procedure for data validation or exception alerts?

8

Process Recommendations1. Service Development. Refine the process of defining and developing new services and

allocate overall responsibility for a “Product” life-cycle to an individual. 2. Service Support. The increasing number and diversity of services under support will

demand more formalised processes and thorough documentation. Selective adoption of ITIL processes are recommended through to 2010. Key staff could attend introductory ITIL training in 2007 to start the ball rolling.

3. Organisational separation of Service Development and Service Support. Organisational separation will promote a more rigorous handover process, from Development to Support and put support in the hands of staff with the appropriate aptitude and skills.

4. Customer quotation and contracts. A defined work-flow for approval of any offers that are put to customers needs to be put in place.

5. Security Management. With AARNet increasingly offering services beyond Internet connections, there is a duty of care to safeguard the confidentiality and integrity of customer data. The development of security policy and basic operational procedures are recommended, in alignment with the ITIL framework.

Analyse

Process Value to Stakeholders

Process Value to Stakeholders

1 = Low Value2 = Moderate Value 3 = High Value

Proc

esse

s1.

Cus

tom

er R

equi

rem

ents

& S

trate

gy

2. D

efin

e &

Deve

lop

Serv

ices

3. D

esig

n &

Build

Cor

e In

frast

ruct

ure

4. P

rovis

ion

Serv

ices

5. In

ciden

t Man

agem

ent

6. C

hang

e M

anag

emen

t

7. P

robl

em M

anag

emen

t

8. C

onfig

urat

ion

Man

agem

ent

9. S

ecur

ity M

anag

emen

t

10. D

evel

op P

ricin

g M

odel

11. B

usin

ess

Deve

lopm

ent

12. C

usto

mer

Billi

ng

StakeholdersCustomers

IT Directors 2 2 2 2 1 2 2 1 3 3 2 2IT Staff 1 1 1 3 3 3 2 2 2 1 2 2Researchers 3 3 1 2 2 1 1 1 2 2 1 2Educators 3 3 1 2 2 1 1 1 2 1 1 1Students 2 2 1 1 2 1 1 1 2 1 1 1Un-federated Innovators 3 3 1 2 2 1 1 1 1 2 1 2

Sub-Total: Value to Customers 14 14 7 12 12 9 8 7 12 10 8 10

ShareholdersVCs and CEOs 2 1 2 1 1 1 1 1 2 3 2 2

APL BoardBoard Members 3 2 2 1 1 1 1 1 2 3 3 2

APL Advisory CommitteeAAC Members 3 3 3 1 1 1 1 1 2 3 3 1

GovernmentDEST 1 2 3 1 1 1 1 1 2 2 2 1DCITA 1 2 3 1 1 1 1 1 2 2 2 1State Jurisdictions 1 2 3 1 1 1 1 1 2 2 2 1

SuppliersStrategic Partners 3 3 3 2 2 3 3 2 1 1 3 1Carriers 1 2 2 2 1 2 2 2 1 1 2 1Vendors 1 2 3 2 1 1 2 2 1 1 2 1

TOTALS 30 33 31 24 22 21 21 19 27 28 29 21

Total value rating out of 10 8.3 10.0 8.9 5.0 3.9 3.3 3.3 2.2 6.7 7.2 7.8 3.3Customer value rating out of 10 10.0 10.0 2.2 7.8 7.8 4.4 3.3 2.2 7.8 5.6 3.3 5.6

V0.1 Doug Farmer 25Sep2006

Core Processes v's Systems

0 = Gap1 = Inadequate Process Support2 = Adequate Process Support3 = Strategic Process Support

Core

Pro

cess

es1.

Cus

tom

er R

equi

rem

ents

&

Stra

tegy

2. D

efin

e &

Deve

lop

Serv

ices

3. D

esig

n &

Build

Cor

e In

frast

ruct

ure

4. P

rovis

ion

Serv

ices

5. In

ciden

t Man

agem

ent

6. C

hang

e M

anag

emen

t

7. P

robl

em M

anag

emen

t

8. C

onfig

urat

ion

Man

agem

ent

9. S

ecur

ity M

anag

emen

t

10. D

evel

op P

ricin

g M

odel

11. B

usin

ess

Deve

lopm

ent

12. C

usto

mer

Billi

ng

SystemsAccounting

Finance One 1

Website / IntranetStandard website 2Content Management System

Knowledge / Document Managementwiki (Confluence) 2 2 2Contract Management SystemBusiness Records ManagementAsset / Configuration Management 0 0 0

Workflow / ProcessJIRA 2 3 2 3

Business Performance ManagementBPM / Reporting Tool 0 0

Customer Relationship ManagementNone

Network Activity MeasurementNagios 2 2

Billing & Customer ReportsA3 - NRTG Traffic GraphsA3 - Traffic Tables 1VoIP - Billing & Traffic Tables 1

Email & CalendarExchange 2 2 2 2 2 2 2 2 2 2 2 1email archivingSPAM / AV filtering

Desktop Applications 2 2 2 2 2 2 2 2 2 2 2 1

System Gaps 1 1 1 1 1Inadequate System Support 3

V0.1 Doug Farmer 25Sep2006

Analyse

Process vs.

Systems

11

Prioritisation of System ProjectsPriority of System Projects (Boston Grid)

Pain 12

8

3 5

10

11 6 4 2

9

7 1

Gain

Process Number

12

System Recommendations1. Initiate system projects in the following priority areas:

a. Business Performance Management / Reportingb. Asset / Configuration Managementc. Improve function of Finance One d. Contract Managemente. Document Management (with workflow)f. Website (intranet / external) content management system

2. Spread-out system projects and use pilots to mitigate risk and maximise user adoption. A costed Project Proposal should be used as the first step in initiating a project.

APL Systems - ConceptualCustomers &

External Users

Doug FarmerV0.1 16Oct2006

ww

w.a

arne

t.edu

.au

Con

tent

Man

agem

ent

Syst

em

Data Store

Business Performance Management

Internal Users

User

User

User

User

User

User UserData Sources

Dashboard content,

Standard Reports,

Ad-Hoc reports

Transfer of Relevant Data

Document Management& Work Flow

Documents & Meta-Data

Documents

User Authentication

(LDAP)

Accounting System

14

KPIs and Dashboard - CoreKPIs and Processes

KPI Metric Reporting Method Notes

Core Processes1. Customer Requirements & Strategy2. Define & Develop Services3. Design & Build Core Infrastructure4. Provision Services5. Incident Management

Response Time 95% of responses <60min TBA Derived from JIRARestoration Time 95% restoration in <4hr TBA Derived from JIRA

6. Change Management7. Problem Management8. Configuration Management9. Security Management10. Develop Pricing Model

Traffic Growth (on-net) <5% Variance YTD BPM dashboard Actual v's Forecast % growthTraffic Growth (off-net) <5% Variance YTD BPM dashboard Actual v's Forecast % growthTraffic Mix % of traffic on-net BPM dashboard

11. Business Development12. Customer Billing

Time to issue invoice <10 days ManualBilling Data Verification <5% Variance BPM dashboard SNMP data v's Netflow dataRevenue Forecast <5% Variance per month BPM dashboard Actual v's Forecast - billed revenue

15

KPIs and Dashboard - EnablingKPIs and Processes

KPI Metric Reporting Method Notes

Enabling Processesa. Business Continuityb. Project Managementc. Admin Supportd. HR Managemente. Procurementf. Financial Management

Income & Expenses <5% Variance YTD BPM dashboard Actual v's ForecastCAPEX <5% Variance YTD BPM dashboard Actual v's ForecastCash Balance $ BPM dashboardDays Debtors & Creditors days BPM dashboard

g. Capacity ManagementInternational Network Utilisation % utilisation (TBA - between

40 and 50%)BPM dashboard Using "95th percentile bandwidth"

Need to review - may vary by link, to allow for redundancy.

A3 Backbone Utilisation <50% BPM dashboard Using "95th percentile bandwidth"Need to review - may vary by link, to allow for redundancy.

h. Service Level Managementi. Availability Management

A3 core availability >99.95% BPM dashboard Derived from JIRA

j. IT Service Continuity Managementk. Security Managementl. Strategic Planningm. Contract Managementn. Risk Managemento. Compliance