20061102 CIO Magazine Round Table Top 5 Agenda 2006 by Joseph Toh

2006 년 한국 CIO 가 주목할 Top 5 Agenda

Joseph H. TohGlobal Technology Consulting Korea Lead

Nov 2, 2006

© 2006 Accenture. All rights reserved.2

Today’s Session Objectives

1. 현재의 IT 지출 및 투자 Trend 와 Challenges 를 이해함 .2. 당면한 주요 Challenges 를 어떻게 효과적으로 해결해야 하는 지를 이해함 .3. 국내외 주요 CIO 들이 Focus 해야할 5 가지 영역이 무엇인지를 이해함 .4. 5 가지 영역별로 어떻게 Approach 해야 하는 지를 이해함 .


Today’s Presenter – Joseph Toh

• 액센츄어에서 12 년간 은행 & 보험 , 하이테크 , 통신 , 자원 등 다양한 산업 분야에 걸쳐 도이치 방크 , 아메리칸 익스프레스 , 존슨 앤 존슨 , Dow, NOL, BP, 스타벅스 , 베스트 바이 , NAB, ANZ, AMP, Telstra, NCR 등의 고객사들과 협업함

• 현재 한국 액센츄어 글로벌 테크놀러지 그룹의 리더로서 , 액센츄어의 테크놀러지 및 아키텍처 리더십을 책임지고 있음 .

• 한국 액센츄어로 부임 이전엔 중국을 포함한 북아시아 지역 Business Process Outsourcing 의 CIO 로서 , 엔터프라이즈 아키텍처를 비롯하여 IT 트랜스포메이션 , ITO/BPO 아웃소싱 등에 걸친 수많은 대형 글로벌 프로젝트를 리드함 . 현재는 IT 조직의 가치 및 효율성 향상 프로그램 개발에 참여하고 있음 .


Agenda

• Current Situation of IT investments

• CIO challenges and approach to these challenges

• Top 5 initiatives

1. Enterprise Architecture

2. Service Oriented Architecture

3. Security

4. Infrastructure Consolidation

5. IT Service Management

• Wrap-up

• Q & A


IT 비용은 매년 점점 더 큰 비중을 차지하고 있으며 , 이에 따라 IT 는 점점 더 중요한 Business Agenda 가 되고 있음 .

전세계 IT 지출 추세 (2002-2009)

Source: IDC Worldwide IT spending forecast by vertical Market

( 단위 : $M)

815,787 814,869945,140 993,331 1,048,252 1,108,071 1,170,578 1,233,017

867,706

1,063,885869,996

1,008,285

1,342,7831,269,5861,196,4851,127,208

0

500,000

1,000,000

1,500,000

2002 2003 2004 2005 2006 2007 2008 200951,919 55,127 63,145 70,554 78,956 88,414 99,008 109,766

: Asia/Pacific Developing

: Other region

4.55.5 6

: IT 지출 증가율 (%)

Source: Gartner Worldwide IT spending & staffing survey & forcast

전세계의 산업별 매출 대비 IT 예산 비율 (2005)

2.20%

7.90%

2.40% 3.10%

8.20%

1.80%

5.40%

2.40%4.30%

10.80%

Teleco

mReta

il

Financia

l

Public

Health

care IT

Manufac

turing

Service

Transp

ort All


그러나 , 지속적인 IT 지출의 증가에도 불구하고 대부분의 기업들은 여전히 Business 가치창출에 있어 IT 의 역할 및 기여를 체험하지 못하고 있음 .

IT Value Challenges

Source: *Mainstay Partners survey of 450 companies; **Standish Group International; ***Meta Group Worldwide IT Benchmarking Report

Tie IT investment to their business strategy and goal*

Accurately measure business impact of IT investment*

Prioritize and manage technology investments*

Proper governance structures to deliver IT value*

IT investments completed on time, on budget, or within scope**

Actively and regularly collect and use IT metrics***

.......

IT Value Practices0% 100%

28%

12%

21%

9%

60%

20%

Value enhancementLow Value High Value

of companies

of companies

of companies

of companies

of IT projects

of companies


Agenda






3. Security



• Wrap-up

• Q & A


IT 가 창출하는 Business Value 는 IT Spending 의 Quality 에 의해 좌우되며 IT Spending 의 Quality 를 이해하기 위해서는 IT Spending Framework 을 이해하는 것이 중요함 .

IT Spending Quality

The major research firms continue to measure and report IT spending

What’s missing is the quality of the spending.

This is the true indicator of the value of information technology, and its role in helping organizations perform at higher levels.

non-

disc

retio

nary

disc

retio

nary

Strategic

Tactical

• How is IT performing?• How is IT performing

today? • How should it perform

in the future?

IT Spending Framework

Non-discretionary costs (“must have”) are costs required to maintain current IT functionality and operations

Discretionary costs (“want to”) are investments in new IT functionality and improvements to the IT organization /

Focus on optimising efficiency while maintaining operational integrity and acceptable service level

Best Practice: 55-65%

Invest sensibly on important IT opportunities where business value can be identified

Best Practice: 35-45%

Management Approach Definition


IT Investment 의 Quality 가 높은 회사가 그만큼 경쟁력을 가진다 라고 볼 수도 있으며 , 이러한 Quality 개선을 위한 방안이 수립 및 수행되어야 함 .

70%Operating existing IT

Lagging2 Leading1

60%Operatingexisting IT

Total IT Spending decomposed in Discretionary and operations budget

30% Dedicated

to Discretionary

40%Dedicated

to Discretionary

Percentage deviation of participants IT spending from industry benchmarks3

Lagging2 Leading1

-5.5%

-17.37%

Globalindustry average

Above

Below

Note:1 Leading in terms of high growth in profit margin; 2 Lagging in terms of low growth in profit margin 3 The graphic displays the differences (in %) of each industry in comparison to the Gartner Industry Benchmark.Source: Accenture ASG “Business Value Creation through IT”,


감소된 Non-discretionary Cost 로 기존 비즈니스 역량을 유지하고 절감된 Non-discretionary Cost 를 Discretionary Cost 로 활용하여 증가된 신규 비즈니스 역량을 지원토록 함으로써 비즈니스 가치 증가에 기여할 수 있음 .

IT Value Discovery

IT S

pend

TimeHistorical Results of

Strategy Execution

Initiate IT Value Strategy

Discretionary - New Business Model

Change Initiatives - ITTDiscretionary – Optimize Current Model

Discretionary – Incremental EnhancementsNon Discretionary

TimeResults of Strategy

Execution

IT S

pend

Initiate IT Value Strategy

Historical

Reduce Non-Discretionary Expenses Invest in Building New Capabilities


좀더 비즈니스 가치가 높은 영역에 초점을 두어 Discretionary Cost 를 배분함으로써 전체적인 비즈니스 가치 증가에 기여할 수 있음 .

ILLUSTRATIVE

Business Value

IT-Value Creation Levers

Value through

IT Today

Potential Value

through IT

Impact on EPS*

1/2 – 1 cent

1 – 5 cents

2 - 50 cents

Note: *Level of contribution of different levers to company value depends on company situation

• Are we optimising ‘Business as Usual’ IT expenditure ?

• Are we maximising the returns on our IT investments?

• Are we exploiting IT in areas of greatest strategic advantage?

CEO/CIO 들이 자문해야 할 3 가지 질문 ?

3. Create new IT-enabled business model(s)

2. Optimize current business model through IT

1. Optimize existing IT function


전세계적으로 CIO 들은 IT 가 Customer, Market, Information-focused 로 변화할 것이라고 생각하고 있으며 이를 위해서는 질 높은 IT 서비스를 통해 비즈니스 가치 창출에 기여해야 한다고 여기고 있음 .

*New question for 2006 **New question for 2005

Source : Gartner “Growing IT’s Contribution: The 2006 CIO Agenda”

2006 2005 2004

Delivering Project that enable business growth 1 ↔↔ 1 18

Linking business and IT strategy and plans 2 ↔↔ 2 4

Building business skills in the IS organization 3 ↑↑ 9 1

Demonstrating the business value of IT 4 ↓↓ 3 2

Attracting, developing and retaining IS personnel 5 * *

Applying metrics to the IS organization IS services 6 ↓↓ 4 14

Improving the quality of IS service delivery 7 ↔↔ 7 3

Flexible technology infrastructure 8 * *

Improving IT governance 9 ↑↑ 10 11

Consolidating the IS organization and operations 10 ↓↓ 8 **

2006 2005 2004

Improving business process 1 ↔↔ 1 **

Enterprise-wide operating costs 2 ↑↑ 3 2

Attracting, retaining and growing customer relationships 3 * *

Supporting competitive advantage 4 ↔↔ 4 **

Improving enterprise competitiveness (bottom-line profitability) 5 * *

Expanding use of information/intelligence in product and services 6 ↑↑ 7 5

Security breaches and disruptions to the business 7 ↓↓ 2 1

The need for revenue growth 8 ↓↓ 6 4

Faster innovation 9 ↑↑ 10 7

Data protection and privacy 10 ↓↓ 5 3

CIOs recognize that the business is expecting them to play a larger role in

business-intensive issues

CIOs’ strategic priorities continue a focus on growth, alignment and demonstrating IT’s

contribution


액센츄어가 전세계적으로 FortuneTM 1000 기업을 대상으로 실시한 Survey 에 의하면 CIO 들은 주로 다음과 같은 영역에서 Gap 이 있다고 응답하고 있음 .

Enterprise Architecture– Week alignment of IT with businesses– Stove-pipe applications and infrastructure

Service Oriented Architecture– Not sensitive to business processes– Not reusable application and infrastructure

Security– Not secured business value– Corporate security architecture not in place

Infrastructure Consolidation– Infrastructure portfolio not well-matched to business

intent and drivers– Fragile, irrational infrastructure…especially in the

server, storage, communications areas IT Service Management

– Ill-defined services with static and improper service level agreements without clear financial discipline

– Lack of customer focus

EA: 비즈니스 역량을 지원하는 효율적인 IT 를 위한 전사적인 접근1

SOA: 변화하는 비즈니스 환경에 대한 IT 의 능동적인 대응2

Security: 비즈니스 가치를 보존하는 Corporate Security Architecture3

Infrastructure Consolidation: 비즈니스를 지원하는 인프라스트럭쳐4

ITSM: 고객관점의 SLA 로부터 출발하는 IT Service 관리5


Agenda






3. Security



• Wrap-up

• Q & A


EA 는 비즈니스 역량 및 프로세스를 효과적으로 지원하는 IT 에 대한 청사진과 Day-to-day Business-IT Alignment 체계를 제공하여 전사 비즈니스와 IT 간 긴밀한 연계를 가능하게 함으로써 비즈니스 가치를 극대화할 수 있음 .

• Provides future architecture blueprints and roadmap optimized in enterprise level • Provides day-to-day business IT re-alignment mechanism

EA 란 ?

EA 적용 후 To-Be 모습

• Increases business value from discretionary IT investments • Holds non-discretionary spending down • Promotes efficient use of assets

Business Scenario

Needs

• Mis-alignment between business and IT • IT investments made with short-term focus to fulfill an immediate business need • Lack of formal direction on technology selections and technology designs


기존 ISP 로는 비즈니스와의 Gap 이 급격하게 발생함으로써 IT 가 변화되는 비즈니스에 Align 되기 힘든 반면 EA 는 Day-to-day Re-alignment 체계를 통해 비즈니스가 요구하는 적절한 시기에 적합한 IT 솔루션을 제공하는 것이 가능함 .

Gap

Gap

Business

IT without EA

Dep

th o

f cha

nge

Time

IT with EA

Issues• “Silo” applications and

infrastructure• Slow to adapt business

change• Unnecessary Non-

Discretionary spendInformation Strategic

Planning (ISP)

Re-alignment of business and IT through EA


EA 를 통해 비즈니스 가치를 극대화하기 위해서는 기업이 속한 상황에 따라 차별적으로 접근해야 함 . 액센츄어는 이를 위해 3 가지 방식을 제시하고 있음 .

Top down

Bottom up

CapabilityDriven

The top down approach: Starts at the top, assumes a comprehensive scope across most or all of the organization, creates high-level frameworks and architectures and decomposes those to lower levels of detail. It follows a rigorous agreed process.

Most relevant when: The organisation needs to address significant duplication or inefficiencies in overall business capabilities..

The capability-driven approach: Often the deficiencies of the enterprise architecture become apparent during a major capability improvement, for example CRM, ERP or SCM. In the capability-driven approach, part of the EA is redesigned for the new capability.

Most relevant when: The organization is largely focused on a major implementation.

The bottom-up approach: This approach starts with initiatives like infrastructure standardization/consolidation and then moves upwards to higher-priority areas (such as application portfolio optimization, product rationalization etc).

Most relevant when: The organization needs bottom line savings quickly or when there are significant service delivery quality issues.


기술 표준화와 중복 제거를 통해 Non-discretionary cost 를 줄이고 , 실현되는 비즈니스 가치에 의해 EA initiative 를 우선순위함으로써 Discretionary cost의 비즈니스 가치를 극대화할 수 있음 .

EA 의 가치는 단순히 IT 비용을 얼마나 줄일 수 있느냐에 있는 것이 아니라 ‘기업의 전략을 수행하기 위해 IT 가 어떻게 지원할 것인가’하는 데 있음

DiscretionaryCost

Non-discretio

naryCost

• IT 자산의 중복 제거- 어플리케이션 / 인프라 포트폴리오 관리- IT 투자 이력 관리- 어플리케이션 / 데이터 / 인프라에 대한

주기적 평가- 평가 결과를 토대로 신규 도입 , 유지 ,

폐기할 어플리케이션 / 인프라 결정

• 대량 구매 및 통합관리- IT 기술 표준화- IT 자산 통합 ( 서버 , 데이터 센터 ,

인프라 )

• IT 프로세스 효율화- 시스템 개발 기간 단축- IT 기획 리드 타임 단축

DiscretionaryCost

Non-discretio

naryCost

• 비즈니스 전략과 긴밀히 연계된 IT 프로젝트 수행

• 비즈니스 Impact 및 비즈니스 케이스에 근거한 IT 프로젝트 우선순위화

• 기존의 ISP 와는 다른 EA 환경의 IT Initiative 도출

- 전사적 관점에 따른 IT 기회 도출( 중복제거 , 장기적 TCO 관점 유지 )

- 비즈니스 역량에 따라 IT 자산의 중요도 우선순위 관리

- 우선순위에 따른 Quick-Win 과제 정의 및 실행

IT 운영 및 유지보수에 투입되는 비용을 줄이는 방향으로 TCO 관점의 전사 아키텍처 설계

1 절감된 IT 운영비용을 Innovation 에 투자하여 신규 비즈니스 가치 창출

2


Agenda






3. Security



• Wrap-up

• Q & A


SOA 는 Silo Solution 들로 구성된 현 IT 환경에서도 전사적으로 통합되고 최적화된 IT 환경에서만이 가능한 재사용성과 유연성 수준을 제공함으로써 동적으로 변화하는 비즈니스 환경에 민첩하게 대응할 수 있도록 지원할 수 있음 .

• Accenture defines SOA as an architecture that defines…how separate business functions implemented by autonomous systems interoperate to execute a business process.

SOA 란 ?

SOA 적용 후 To-Be 모습

• Alignment of Technology and Process • Improved Customer experience • Lower cost of integration• Enhanced flexibility• Reuse of existing assets and services

Business Scenario

Needs

다양한 기술 기반과 복잡한 시스템으로 구성되어 있어 시스템 통합에 따른 연동 문제가 있으며 , 유지보수 비용에 부담이 많은 경우

• 외부 비즈니스 조직과의 정보 공유가 필요한 경우• BPM 을 통한 프로세스 자동화를 위해 신규 시스템 및 기존 Legacy 시스템과

인터페이스가 필요한 경우• 조직의 인수합병을 지원하기 위한 조직의 준비가 필요한 경우


SOA 를 도입하려는 기업은 다음과 같은 SOA 의 4 가지 성숙도 단계를 거쳐야 함 . 다음 단계로 이행하기 전에 각 단계들은 반복될 수 있음 .

Phase 1Plan & Organize

Phase 2Tactical

Phase 3Architected

Phase 4Industrialized

Organize and strategize

Tacticalimplementations

Enterprise Services Bus and

SOA Platform

SOA is industrialized

The first step has to do with management (buy-in) and business needs (get business

people involved).

A special attention will be put on planning and

assessment of the organization to

prepare the scope of a SOA transformation

and foundation enablement.

This phase, which can be iterative will

see the emergence of the first projects based on SOA

principles.

Start to make applications available

as Web services.

Services start to be composed together

to complete a task or create business

processes.

Emphasis on strategic and

business services.

Focus on the consolidation of the

process and services architecture in

creating an enterprise services bus.

Design and development are

services oriented and process oriented

leveraging a set of SOA tools.

Services are part of the fabric of business

operations.

Cross enterprise processes.

Federation.

Virtual enterprise becomes a reality.

Utility and services infrastructure.

Predictive IT.

Business Insight.

Near real time and process oriented.


SOA 를 본격적으로 도입하기 전에 SOA 도입 전략 수립을 통해 해당 기업의 비즈니스 특성 및 환경을 반영한 적절한 SOA 접근방법을 선택해야 함 .

•Organization A (“Services Focus”): •Focused on establishing a comprehensive services foundation expanding from a department to the entire enterprise architecture

•Organization B (“Iterative Processes/Services Focus”):

•Focused on a mix of business process focus and services focus

•Organization C (“Processes Focus”):•Focused on purely on creating business processes that may span from a department to the entire enterprise with a small services footprint

Degree of process automation

Scop

e of

Ser

vice

s

100% Automated

0%Automated

Larg

e / C

ross

Ente

rpris

e

Semi Automated

Smal

l / D

ept

High business

value

low business

value

Organization C

Organization A

Organization B

Realized Business

Value

Med

ium

/ B

U


SOA 를 단순한 통합기술로서가 아니라 시스템 통합 측면에서 IT 비용 절감 및 비즈니스 민첩성 측면에서 가치창출에 기여하는 변화 Driver 로 인식해야 함 .

SOA is an enabling platform for achieving a high performance end state that is compromised of process-centric, metrics-enabled composite business solutions

SOA 를 통해 장기적 관점에서 IT 통합 비용 절감1 실시간 비즈니스 대응으로 비즈니스 가치 창출 기여 2

DisCost(혁신 비용 )

Non-disCost

(IT 운영 비용 )

• IT 통합 비용 절감

- 신규 시스템 도입 시 통합 비용 절감

- 시스템간 모듈 및 Interface 재사용

- 표준에 의한 복잡성 감소


Non-disCost

(IT 운영 비용 )

• 비즈니스 민첩성 (Agility) 및 유연성 (Flexibility) 증가

- 시스템 구축 기간 단축

- 비즈니스 변화에 대응하여 어플리케이션 기능을 빠르게 변화 가능


Agenda






3. Security



• Wrap-up

• Q & A


• Securing both the Internal and Extended Enterprise• Driving operational excellence• Preventing High-cost security failures• Transforming the security functions

Security 란 ?

Security 적용 후

To-Be 모습

Business Scenario

Needs

• Regulatory Compliance – Establishing government mandated regulations• Continuity and Recoverability –Focusing more one non-natural disasters• Technology focused company – Security is a key enabler in conducting business• Identity control and Management – Issues of managing internal and external users

• Low cost of development and management • Increased level of employee productivities• Decreased risk of business critical information damage and cost of restore• Comprehensive audit capabilities for trending, regulatory compliance, and operational maintenance

• Eased initiatives for implementation of regulatory compliance• Enabled innovative and rich interaction with employees, business partners and customers

Security 는 위험과 비효과적인 보안에 관련된 비용 수준을 절감하여 비즈니스 가치를 보존하는 것은 물론 , 신원 및 접근 관리 , Legal Compliance 관리 등을 통해 비즈니스를 Enabling 하는 것을 포함함 .


Security 의 비즈니스 가치는 기업 자산에 대한 접근을 보장하여 비즈니스를 Enabling 하는 반면 기업 자산에 대한 접근을 통제하여 비즈니스를 Securing하는 양 측면을 동시에 고려하여 효과적으로 Balancing 하는 것에 달려 있음 .

Vulnerabilities

CriticalAssets

EXCLUSION INCLUSION

IntrudersHackers

Competitors Workforce Partners

Customers

Suppliers

Prevent

Detect

Secure & Control

Sarbanes-Oxley ActUSA Patriot Act

GISRA

GLB Financial Modernization Act HIPAA

Basel Capital Accord of 1988

SB 1386

European Union Data Protection Act

European Cybercrime Treaty

EU Digital Signature

Protecting Assets

Enabling Access

Protecting Assets

Enabling Access

ISO 17799/BS 7799-Related Regulations


비용으로서의 위험을 통제하고 보안과 관련한 관리 및 개발 비용을 절감함으로써 Non-discretionary cost 절감에 기여하고 사용자의 생산성과 Performance, Compliance, Rich Interaction 등을 통해 비즈니스 가치 향상에 기여함 .

Security can provide value as both an enabler and as a means to protect information assets.

Risk 를 줄임으로써 관련 비용 감소1 Improved business productivity and performance2


Non-disCost

(IT 운영 비용 )

Decreased Risk of Loss- critical information- applications- systems

Reduced administrative & development costs - user access

- business critical applications- operational maintenance of data,

applications, and systems


Non-disCost

(IT 운영 비용 )

Improved employee productivity and internal service levels

Increased availability and performance of business critical applications and data

Comprehensive audit capabilities for trending, regulatory compliance, and operational maintenance

Eased initiatives for implementation of regulatory compliance

Enabled innovative and rich interaction with employees, business partners and customers


Agenda






3. Security



• Wrap-up

• Q & A


Infrastructure Consolidation 은 다수의 비표준화된 Infrastructure 를 통합하여 최적화함으로써 비용을 절감하고 통제 및 관리 역량을 향상시키기 위하여 Infrastructure 를 Scale up/out 을 통해 재구성하는 것임 .

• 기업의 흩어져 있는 설비 , 기술 , 지원 프로세스를 통합하고 , 중앙집중화 하는 것

• IT 자원의 중복 , 관리 및 데이터의 중복을 최소화하여 관리의 효율화와 데이터의 일관성을 보장함

• 가상화 기술과 연계하여 Utility Computing 모델을 구현할 수 있음

Infrastructure Consolidation

란 ?

Infrastructure Consolidation

적용 후 To-Be 모습

• IT 자원의 유동성을 높여 Business Agility 의 증대

• IT Platform 와 관리 프로세스의 표준화를 통한 TCO 감소

• IT Consolidation 을 통한 자원의 Utilization 증대 ( 현재 < 15%)

Business Scenario

Needs

• 데이터 센터가 지역적으로 분산되어 자원의 중복투자와 관리의 중복이 심한 고객

• IT 플랫폼이 표준화 되어 있지 않아 관리가 복잡하고 운영비용이 많은 드는 고객

• 장비의 노후화로 Data Center 의 전체적인 효율성이 떨어지는 고객


Infrastructure 의 Non-Discretionary Cost 를 절감하여 Discretionary Cost를 확보하는 효과적인 방안은 Infrastructure Virtualization 을 통해 Fixed Cost 를 Variable Cost 로 전환하는 것임 .

Typical Characteristics of Today’s IT Infrastructure Infrastructures have grown but not against a

Technical Strategy Have become complex due in part

to mergers and acquisitions and business units working autonomously

Proliferation of system platforms due to pre-requisite application demands

One infrastructure per application increasing costs, data center footprint and environmental requirements

Lack of flexibility due to the silo nature of delivery and management

High Performance InfrastructureI. Reduces costs and complexity

through consolidation and standardization

II. Moves to a virtualized infrastructure which is commodity based and dynamically provisioned which shifts cost base from fixed to largely variable

III. Exploits future utility-style computing capabilities


I. Consolidation andStandardization

2004

2005

2006

2007

2008

All IP Enterprise

Commoditized, DynamicallyProvisioned System Resources

Standards based work fromanywhere anytime workplace

II. Virtualization III. DynamicallyProvisionedInfrastructure

Workplace

Datacenter

Network

Phase I – Consolidation & StandardizationReduce complexity, expense and difficulties in managing the current IT Infrastructures via consolidation and standardization. This is seen to be the initial step to facilitate the reduction in complexity and costs, and to enable the future virtualization of the infrastructure environment. Use of tools and formalized processes for management and problem resolution, as well as security, and asset and configuration management.

Phase II – VirtualizationWith a standardized environment, enterprises are in a position to leverage Utility based data centers through virtualization and provisioning, and to enable full mobility and IP (Voice and Data) services. New operations management technology is used proactively at all levels of the infrastructure to provide a robust and secure global environment.

Phase III – Dynamic Infrastructure (External Focus)The final transformation phase to fully exploit commoditized, dynamically provisioned virtualized system resources, enabled by an all IP Enterprise which facilitates the standards based work from anywhere anytime workplace. The environment is now self-defending and fully mature in its Security capabilities.

다음의 3 가지 단계들은 차세대 Infrastructure 로 이행하기 위한 기술적 토대와 구체적인 Step 들을 보여줌 .

Roadmap to Future State of Infrastructure


Infrastructure 유지 및 운영 비용 절감을 통해 Non-Discretionary Cost 를 절감하고 신규 비즈니스 대용량 트랜잭션 요구에 능동적으로 대처할 수 있는 역량을 확보함으로써 Discretionary Cost 의 비즈니스 가치를 증대할 수 있음 .

IT Consolidation 을 통한 TCO 절감1 자원의 동적 Reconfiguration, Repurposing 을 통한 Business Agility 증대

2


Non-disCost

(IT 운영 비용 )


Non-disCost

(IT 운영 비용 )

• Greater Business Dexterity –Shorter time to market for new

opportunities–Greater ability to capitalise on new

opportunities• Improved efficiency

–Less time/effort spent on provisioning/planning, through increased automation

–Significant improvements in risk management and operational effectiveness

• Cost Benefits–Lower disaster recovery costs–Reduced Software assets from

consolidation–Lower maintenance costs–Clearer visibility over spending–Reduced hardware assets from

consolidation• Higher Resource Utilization

–Cost avoidance for idle resources–Increased visibility into resource

usage

Data Center 의 Consolidation 의 가치는 IT 의 능력이 비즈니스의 역량을 높이고 , 자원의 효율적 활용을 통해 기업의 경쟁력을 높이는데 있음


Agenda






3. Security



• Wrap-up

• Q & A


ITSM 은 IT Service Delivery & Support 를 통해 SLA 에 정의된 비즈니스 Needs 를 충족시키기 위해 필요한 Top-down IT 서비스 관리 체계를 제공함으로써 비즈니스와 IT 를 효과적으로 연계하는 것을 보장할 수 있음 .

• It ensures that IT Services are aligned to the business needs and provides the management to ensure that customer/business requirements are fulfilled.

• It encompasses IT Service Delivery and IT Service Support. ITSM 란 ?

ITSM 적용 후 To-Be 모습

• Improved service effectiveness and efficiency from reactive to predictive 10-25%• Reduced operating costs by an average of 15-25%• Improved service level compliance and reporting• Improved customer satisfaction and relevancy to the business• Improved financial transparency of activities driving IT costs

Business Scenario

Needs

• IT Service 나 SLA 가 비즈니스 목표와 연계되어 있지 않은 경우• 현 IT 시스템의 TCO 를 감소시키고자 하는 경우• 인프라 통합에도 불구하고 IT 유지 및 운영 비용이 절감되지 않는 경우• 상당한 시스템 투자에도 불구하고 시스템 가용성이 증가되지 않는 경우• 다양한 비즈니스 현업 요구에 즉각적으로 응대하는 것이 어려운 경우


IT Service Management 는 IT 를 비즈니스처럼 운영하기 위한 중요한 요소로 간주되어야 하지만 많은 기업들이 Service Management 는 경직되어 있으며 변할 수 없다고 생각하고 있는 것이 현실임 .

High Performance Service Management:I. Reduce costs and complexity through

enterprise-wide standardization across platforms and technologies

II. Take on a customer orientation to all IT Service Management functions

III. Create an organization that supports seamless operations

Typical State of current Service Management Service Management has struggled to evolve

from a structured mainframe environment to new age computing environments

Complexity fueled by a proliferation of system platforms and technologies

Lack of flexibility due to silo nature of service delivery and management

Current Service Management Environment


Service catalog 와 SLA 에 기반한 Operation 으로 이동하기 위해서는 당면한 Needs 에 대처하고 가상적이고 동적인 환경을 관리할 수 있는 토대를 확립하는 세가지 단계를 통해서 성취될 수 있음 .

ServiceAutomation

III. Convergence with Utility Computing

BusinessValueCreation

Reactive Predictive

Sporadic, Lower Value

Sustained,Higher Value

Process Maturity

Today’sState

Formal IT Processes

I. Industrialize Processes

Transforming IT Towards Greater Value Creation

ServiceOrientation

II. Business Alignment

Phase I – Industrializing Processes and Standardizing Tools

• Address critical areas of operational instability.• Implement formalized service management processes. • Focus on establishing standardized tools for availability

management and problem resolution, asset and configuration management.

Phase II – Business Alignment • Develop the Service Catalog to define IT services.

• Migrate processes and tools towards services orientation (business process vs. technical component). Tool focus is on integration and shared operational datastore to improve IT intelligence.

Phase III – Convergence with Utility Computing • Leverage automation of processes to reduce cost and

improve efficiency. Focus is on provisioning and orchestration tools to automate dynamic recovery and availability management.

The Roadmap to IT Operations Excellence


Operation Management 에 드는 비용을 절감하여 Non-discretionary Cost 절감에 기여하며 비즈니스 요구에 연계된 System Availability 향상을 통해 Business Performance 향상에 기여함으로써 비즈니스 가치 증대에 기여함 .

Operation Management 관련 비용을 절감하여 Non-discretionary Cost 절감에 기여

1 Business Performance 향상을 통해 비즈니스 가치 증대에 기여

2


Non-disCost

(IT 운영 비용 )


Non-disCost

(IT 운영 비용 )

• Increased System Availability–Improve Business Performance and

Application Availability Capabilities

• Increased Accountability–True Service Management

relationships with IT customers–Greater accountability through metrics

and KPI’s

• Increase Efficiency and Reduce Costs

–Provide higher level of IT services, while;

–Containing Operation Management related Costs (TCO)

IT Service Management 의 비즈니스 가치는 Operation Cost 를 절감하고 Business Performance 향상에 기여하는 것에 있음 .


Agenda






3. Security



• Wrap-up

• Q & A


IT Initiatives 중 무엇을 할 것인지에 대한 선택 , 우선순위 등에 대해 전략적으로 의사결정하고 의사결정된 사항을 집행하며 이로 인해 실현되는 비즈니스 가치를 측정 및 Feedback 하기 위해서는 효과적인 IT Governance 체계가 필요함 .

IT Governance is the most important factor in realizing value from IT and applying IT decisions into action

The ability to make, sponsor and enforce the right investment decisions

How are decisions made?

Who plays what role in the decision making?

What processes are used?

How are investments authorized?

How does leadership work for the business and IT?

Who is the “evangelist” for technology?

How is joint ownership secured?

What is measured and by whom?

What incentive system is used?

What accountabilities and authorities exist?

How are investments managed?

What is the business context, how is it refreshed and clarified?

What knowledge is required?

How is a fresh view injected?

How do we learn continuously?

Foundation for business value from IT investments

IT Governance IS NOT a model to manage the IT department. IT Governance IS the model by which the business manages its use of IT.


• Accenture 의 Technology thought leadership 제공• 아키텍처 및 기술인프라 영역의 전문 기술 서비스 제공• 아키텍처 및 핵심 기술 서비스의 비즈니스로의 적용방안 제시

• 엔터프라이즈 아키텍처• 기술 아키텍처 : CSA1), SOA2), Information Management, Application Renewal• 기술 인프라 : Security, Network, Data Center Technology & Operations,

Desktop Management

업무 영역

주 1) CSA: Custom Solution Architecture, 2) SOA: Service Oriented Architecture

•Technology Consulting

•Enterprise •Architecture

•Technology •Architecture

•Technology •Infrastructure

•Custom Solution•Architecture

•SOA/Integration•Architecture

•Information •Management

•Application •Renewal

•Security •Technology

•Network •Technology

•Data Centre •Technology &

•Operations

•DesktopMgmt,

•Messaging & Mobility

•Business & System Integration Consulting

Business Consulting

Consulting Workforce

Solution Workforce

Service Workforce

Enterprise Workforce

• Outsourcing

조직구성 인원 현황

전 세계적으로 약 2,700 여명 , APAC 350 여명 보유

3 개 아키텍처 Domain, 8 개의 Core Technology 영역으로 구성

Mission & Responsibility

GTC (Global Technology Consulting) 는 Accenture 의 기술 혁신 및 비전을 담당하는 전문가 그룹으로 , 아키텍처 및 핵심 기술의 전문 서비스 및 해당 기술의 효과적인 비즈니스 적용방안을 제공함 .


GTC 는 핵심 기술 영역별 Offering 및 Asset 을 개발 / 제공하며 Community, Expert Network 및 기술 세미나를 통하여 핵심 기술의 효과적인 활용방안을 제시함 .

Answerthink / Hackett Alliance• Benchmarking• Best practices• Function/industry

IT Capability Framework• All dimensions for

assessment anddefining acompany’s IT capabilities

IT Framework• Categories• Functions• Sets• Base practices

IT Governance Maturity Model (GMM)• Dimensions• Levels

IT Spending Benchmarking• Benchmarking• IT Questionnaire• BSC template

IT Workforce Transformation• Processes• Tools• Skill/knowledge

ITG• "ERP system for the IT-unit"

OMM R2• Objective improvement

strategy• Based on needs, priorities,

and resources• Determining overall “maturity”

Source/1• Financial model• Estimates external

purchase cost• Compares against

Client costStrategic Demand

‘Keep the Lights On’

ApplicationsServicesProducts

Business ProcessNeeds

PROGRAM MANAGEMENT OFFICE

Projects Resources Budgets Risk

PORTFOLIO MANAGEMENT

AssetsIdeas Proposals Projects

OPERATIONS

Problem Resolution

Business Availability

Deployment

DEVELOPMENT

Change Mgmt

Quality & Performance

Design & Develop

Projects Enhancements Upgrades Bugs

SOFTWARE DEMANDOPERATIONAL DEMAND

Provisioning Security

DEMANDMANAGEMENT

BUSINESS VALUE

Example Assets:


Summary

1. Increase Ratio of Discretionary비즈니스 가치에는 IT cost 의 규모가 아니라 Discretionary Cost 비율이 중요하므로 Non-discretionary Cost 에서 절감된 비용을 Discretionary Cost 로 활용해야 하며 , Discretionary Cost 도 비즈니스 가치가 높은 영역에 우선적으로 투입해야 함 .

2. Focus on 5 items that will bring greatest value – Top 5 CIO Agenda 2006CIO 들은 2006 년부터 EA, SOA, Security, Infrastructure Consolidation, IT Service Management 등의 5 Initiatives 에 좀더 Focus 할 필요가 있음 .

3. Improve Spend Quality 5 Agenda 를 수행할 시 비즈니스 가치 창출에 기여하기 위해서는 Non-discretionary Cost 를 최대한으로 절감하여 절감된 비용을 Discretionary Cost 에 할당하며 , Discretionary Cost 의 Business Value 를 최대한 증가시키는 방향으로 접근해야 함 .

4. The “Glue” - IT GovernanceIT Spending 의 비즈니스 가치를 극대화하는 것을 제도적으로 보장하기 위해서는 Effective 한 IT Governance 체계가 수립되어야 함 .

5. Partner with a group that will focus on outcomes - Global Technology Consulting액센츄어의 GTC 는 비즈니스 가치 창출을 극대화하는 기술 솔루션을 제공하는 전문가 그룹으로서 다양한 Asset 과 Resource 을 보유하고 있음 .


Q & A

Documents

20061102 CIO Magazine Round Table Top 5 Agenda 2006 by Joseph Toh