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Using Business Scenarios in
The Open Group
Quarterly ConferenceJanuary 22, 2002
Terry [email protected]
First, a Level Set…
The Open Group is Membership
Customer members Vendor members
Partners Staff
The Open Group
Staff
CustomersOf “It”
VendorsOf “It”
PartnersIn “It”
The Open Group Process
Goal: Market Uptake
* - Promotion
Infrastructure Processes
Operators Appl.ProvidersManufacturersBuyersExternal organizations
The Open Group Governing Process
Commit to interoperability
Dev Conf. Test
Concept
ApplicationAnd/Or Problem
ValidateInterest
InitiateGroup
Generate Seed Message * Gen market
interest
Commit to conform
DevelopConform plan
Certify for conformance
Sell certifiedproduct
Procure certifiedproduct
FormalizeGroup
Understand Requirements
Improve Specs
Maintenance
Certified Products
Involve others
DevelopSpecs
*
* *
The Open Group Mission
Offer all organizations concerned with open information infrastructures a forum to share knowledge, integrate open initiatives, and certify approved products and processes
in a manner in which they continue to trust our impartiality.
To gain trust we must constantly demonstrate value.
So…
The Open Group Is comprised of many organizations Uses cooperative processes to improve
products based on standards The process does take people, time and money
We must ensure the result offers value to maintain trust
We must work hard to work the right problem areas for the right reasons!
We All Must Recognize Changes
The environment changes
New business imperatives
New technologies
New solutions Endless cycle of
“improvement!”
BusinessObjectives
BusinessObjectives
BusinessStrategies
BusinessStrategies
Critical Success Factors
IT Principles
Critical Success Factors
IT Principles
IT Impacts
IT Impacts
Architecture Impacts
Systems & Products
Architecture Impacts
Systems & Products
Solution Environments
Solution Environments
IndustrySolutions
Critical Business Processes
IndustrySolutions
DRIVING ENABLING
BusinessPrinciples
INFLUENCING
Top 10 Management Issues for 2002
Optimizing Enterprise-wide IS Services 1Optimizing Organizational Effectiveness 2Organizing and Utilizing Data 3Connecting to Customers, Suppliers, and/or Partners Electronically 4Protecting and Securing Information Systems 5Instituting Cross-Functional Information Systems 6Updating Obsolete Systems 6Aligning IS and Corporate Goals 8Improving the Systems Application Process 9Implementing Business Transformation Initiatives 10
Source: CSC 2001 - 14th Annual Survey of IS Management Issues
Everyone is Building Value Propositions Value Proposition - an offer that profitably delivers a
set of benefits to a customer better than the
competition
Target
Needs
Offer
Differentiation
HOW WHO
WHAT
WHY
Therefore We Must “Get It”
The conditions in the business have changed Jon Surmacz, a CSC writer, says
““The latest and greatest technologies don’t The latest and greatest technologies don’t dazzle IT buyers anymore.”dazzle IT buyers anymore.”
Again, the CSC study points out the need for Optimizing Organizational EffectivenessOptimizing Organizational Effectiveness Organizing and Utilizing Data and Organizing and Utilizing Data and Aligning IS and Corporate GoalsAligning IS and Corporate Goals
Therefore We Must “Get It”
Carl D. Howe, Forrester analyst, says ““The days of free spending on technology are over,… The days of free spending on technology are over,…
we’re looking at a different business environment.”we’re looking at a different business environment.” Michael Hammer, expert and author, calls
““It” the “customer economy”It” the “customer economy” Stephen R. Covey, author of “The Seven Habits of
Highly Effective People,” guides us to ““Seek first to understand, then to be understood”Seek first to understand, then to be understood”
Phil McGraw, human behaviorist and author, says If you don’t “Get It” you will failIf you don’t “Get It” you will fail
The Open Group “Gets It”
New areas, new challenges Active Loss Prevention is not about
technologies “It” is about risk management
In3 is not about technologies “It” is about optimizing operational efficiency
New views “It” is people, process, and technology working
together to solve real business problems
Business Scenarios “Get It”
To generate a clear understanding of business needs Complete requirements Clarify the value Marketable solution
To have a language to define Problems, standards and technical solutions What is needed and why
Business Scenarios are a product of The Open Group’s process Produced in The Open Group’s Architecture Framework
VendorCustomer
What is a Business Scenario?
A Business Scenario describes: Business process, application or set of
applications The business and technology environment The relevant people and computing components The desired outcome of proper execution
A good Business Scenario Exposes the value of solving a real problem Is “S.M.A.R.T.”
Building a Business Scenario Includes…
1 - problem
2 - environment
3 - objectives
4 - human actors
5 - computer actors
6 - roles & responsibilities
7 - refinement
Business Scenarios Set the Yardstick… Customers
Procurement plans Acceptance criteria
Vendors Implementation plans Certification tests
Some Reminders
Business Scenarios are not “It” They are a tool to understand “It” They enable the whole process of The Open Group
Business Scenario(s) Provide Coherence and Consistency
Interview Sessions
Document Business Scenario
Requirements Validation
Identify needed standards
Business Scenarios We’ve Done POS Upgrade Directory Enabled Enterprise Key Management Infrastructure Quality of Service Mobile and Directory Interoperable Enterprise *
www.opengroup.org/cio/iop Identity Management The Open Group The Interoperable Lottery
* In3 (Integrated Information Infrastructure) theme inspired by the Interoperable Enterprise Business Scenario
A Real Business Scenario - NASPL Use the Business Scenario model to help build a
business case for future investment in standards initiatives by: Identifying and prioritizing areas in the lottery operation
that will benefit from standardization Describing those benefits in ways that represent a
tangible value Use that tangible benefit as “justification” for moving to
the next level of investigation into specific standards and associated paths forward
Lottery Jurisdictions
Single-state Each state controls a
jurisdiction
Multi-state Multiple states must
meet certain agreed upon standards to participate in multi-state games
Lottery vendors deal in multiple states, multiple jurisdictions across all of US and around the world!
Lottery Jurisdiction
Lottery jurisdiction and Multi-state participant
No Lottery
Common Computing Elements Among Lotteries
For any lottery the following stack is relevant Business processes Business logic Business metadata Technology platform
Lottery 1
Networks
Computer Hardware
Operating Systems
Middleware
Business Logic
Development business logicOperational business logicManagement business logicGovernance business logic
Business Processes
Development business processesOperational business processesManagement business processesGovernance business processes
Business Metadata
Development business metadataOperational business metadataManagement business metadataGovernance business metadata
Integrity of the “system”User acceptance test coverageOperator errorBusiness rules mapped into solutions
1. Game quality and integrity
2. Managing the game profit
Common Issues
problem
environment
objectives
human actors
comp. actors
roles&resp.
refine
New games for new players, but new installations slow to deploy
Difficult to manage inventory of instant tickets Sweep accounting Instant tickets are perishables; there are “cut off”
situations that waste retailer $ Flexible gaming operations, ie couponing, promos Different rules for different games is hard for retailers Sweep accounting retailer issues
Systems don’t easily interoperate High costs of integration and development All or nothing situation on upgrades and
migrations High cost of procurement, RFP process is costly Terminal upgrades Change management Custom reporting
Managing growth Managing costs
Bolder are ones with greatest commonality between constituencies.Result of the affinity analysis.These issues are representative of significant issues that if resolved would benefit the entire lottery community.
Bolder are ones with greatest commonality between constituencies.Result of the affinity analysis.These issues are representative of significant issues that if resolved would benefit the entire lottery community.
Players
Lottery Vendors(On-line games, Instant Games,
Communications, and Back Office Systems)
Lottery Organization(Single or Multi-state)
Retailer(chain and independents)
State LegislatureAnd/or Executive
CommunicationsProviders
Financial
Institution
Lottery Enterprise Environment - Constituencies
problem
environment
objectives
human actors
comp. actors
roles&resp.
refine
Lobbyists
On-line Games Process Mapping to Constituencies
Lottery Organization
State Legislature or E
xecutive
problem
environment
objectives
human actors
comp. actors
roles&resp.
refine
D Requirements/RFPD ResearchD DevelopmentD DeploymentD TestingO MarketingO SalesO AccountingO Winners ManagementO Player ManagementO DrawingM Telco&NW ManagementM Customer ServiceM Field ServiceM Installation and MaintenanceM IT OperationsG Lottery review & controlG Retailer ManagementG Vendor ManagementG Multi-state Management
Financial Institution
Reta
iler
Com
munications P
roviders
Lottery Vendors
Players
- does in most situations
- does sometimes
D DevelopmentO Business
operationsM ManagementG Governance
problem
environment
objectives
human actors
comp. actors
roles&resp.
refine
Inside a Retailer/Agent(A Point of Sale/Play)
Back Office Management Area
Service Area - 1 to 2 Clerks using 1 or 2 POS devices (typical) and 1 (maybe 2) lottery terminals
...
Customer Areain 1 to 2 service lines
...
1 2 3 4 5 6 7 8
9 10 11 12 13
14 15 16 17 …
There are multiple retail environments, e.g. convenience store, supermarket, tavern, etc…
There are multiple retail environments, e.g. convenience store, supermarket, tavern, etc…
1. Maintain and improve integrity of lottery operations
Common Objectives
2. Improve profitability
Better quality product Improve level of security
Improve the time to market with new games
Quicker software modifications Maximize game portfolio Reduce telemarketing costs Improve retailer relations
Reduce time to sell tickets Simplify accounting for retailers Reduce new retailer installation process
Improve profit of lottery sale for retailer
Decrease costs of integration of new and upgraded systems, hardware, and software
Decrease migration costs Reduce costs of sending data to
central Decrease operations costs Lower cost of development and
maintenance Improve operational efficiency
Growth in sales and net revenue Reduce unnecessary costs
problem
environment
objectives
human actors
comp. actors
roles&resp.
refine
Bolder are ones with greatest commonality between constituencies.Italic items are considered very important, but not voted as such.
Bolder are ones with greatest commonality between constituencies.Italic items are considered very important, but not voted as such.
Another Example - ARTS
Upgrading Point Of Sale Terminals, peripherals, and software
problem
environment
objectives
human actors
comp. actors
roles&resp.
refine
The Upgrade Process Steps
problem
environment
objectives
human actors
comp. actors
roles&resp.
refine
The StoreON AVERAGE 15 POS DEVICES
Headquarters
Yet Another StoreON AVERAGE 15 POS DEVICES
Another StoreON AVERAGE 15 POS DEVICES
Partners - Hardware Vendors
Partners - Software Vendors
Communi-cations
Providers
External Internal
7 - Install first in a training room/register
8 - Local training9 - Install incrementally or in
off-hours10 - Test11 - Confirm upgrade
1 - Choose product2 - Lab assurance3 - Plan deployment
(including pilot)5 - Download s/w to store6 - Email installation
instructions
4.1 - Vendor drop ships hardware to store
4.2 - Vendors ships software to corporate
7 , 8, 9, 10, 11
7 , 8, 9, 10, 11
Some typical numbers:30 to 100 Stores30 to 1500 POS1200 $ /hr/POS36 k$ to 900 k$ in lost revenue for 30 minute outage
Some typical numbers:30 to 100 Stores30 to 1500 POS1200 $ /hr/POS36 k$ to 900 k$ in lost revenue for 30 minute outage
The Value of Business Scenarios There is a business imperative Business Scenarios help us “Get It”
The real problems in real world business situations The real business value Map business to technology
Business Scenarios expose value for customers and vendors - a Win-Win
Business scenarios will continue to help us understand what In3 is all about and how to deliver “It”
Participation led to Business Scenario Method!
1 - problem
2 - environment
3 - objectives
4 - human actors
5 - computer actors
6 - roles & responsibilities
7 - refinement
The Open Group
Staff
CustomersOf “It”
VendorsOf “It”
PartnersIn “It”
Participation led to Business Scenario Method!Participation leads to creation of good Business Scenarios!
We All Have Parts to Play
Have a Great Conference
