All you need to know about OBASHI.
This article by Richard Rose, the lead OBASHI trainer at pearcemayfield not only serves as a brief about OBASHI but also illustrates, it's relevance, uses and reflects upon the problems that it can address in the day to day functioning of business.
We believe this is one of the better explanatory texts available on OBASHI.
1. OBASHI Intro V1.0 OBASHI® is a registered Trade Mark and is licensed to OBASHI Ltd
A Japanese manufacturing technique?
A Star Wars character?
A martial art?
3. What does all that mean?
Defining who owns…
…a specific business process…
…that uses a particular application…
…that requires a certain system
software…
…that runs on specified
hardware…
…that is attached to a piece of
infrastructure.
4. Oh…it’s just an IT configuration
management system then?
It is much broader than
that…
• OBASHI was born in the
oil & gas industry – NOT
the IT industry
Why…
• So that plant managers
could visualise &
understand how & why
IT assets supported
business services
5. What’s the value in it?
• Business
professionals could
understand the
‘dollar per second’
value of dataflow
through their
business services
Aha!
• Therefore costing
and valuing the flow
of data could be
made universally
applicable to flows
of data in all sectors!
7. What?
Why?
Where?
When?
How?
Who?
OBASHI
A methodology and way of thinking
allowing you to develop a clear
picture of how your business works
With clarity and vision
you can develop and
improve
Across the
organisation…top
to bottom…side
to side
Whilst developing strategy and
delivering programmes, projects
and services
A visual map of
how the business
works;
the assets needed
to make it work;
the inter-
dependencies
between the assets
Used by…
CEO, CFO, CIO,
Directors, Head of
Strategy, Portfolio
Analyst, Business
Analysts,
Infrastructure
management &
Programme/Project
Managers
8. What are the benefits?
Ownership
Process
Applications
SystemsHardware
Infrastructure
The ability to link
ownership to your assets
The ability to identify
waste
The ability to build
business continuity
The ability to specify
disaster recovery
more accurately
The ability to deliver
programmes more
effectively
The ability to
deliver projects
more efficiently
The ability to deliver
service more robustly
The ability to identify
latency
9. Where does it connect with existing
methods?
Portfolio, Programme
and Project Offices
P3O®
Managing Successful
Programmes
MSP®
Projects in Controlled
Environments
PRINCE2®
Information Technology
Infrastructure Library
ITIL®
OBASHI
PRINCE2®, MSP® and ITIL® are Registered Trade Marks of the Office of Government Commerce in the United Kingdom and other countries. P3O® is a Registered Trade Mark of the Office of Government Commerce
10. P3O®
Main Board
Portfolio Office
Programme Office
Project Office
Business as Usual
Strategic Organisational Decisions and Objectives
Business Layers How OBASHI can help
Provides a coherent view of both the ‘big picture’ of the current &
agreed future business architecture & IT operations
• Provides a benchmark against which to measure progress
• Provides management understanding to support decisions
• Provides goals to be written into job/role descriptions to
allocate responsibility
• Supports identification of risk through ‘SPOF’ recognition
• Monitoring progress to identify opportunities & gaps
• Supports the Business Case process by identifying both Business
& IT costs associated with the delivery
• Provides the basis for Change Control
11. MSP®
(Sponsoring Group)
OBASHI –
Current &
Future
Programme
Mandate
Identifying a
Programme
Defining a
Programme
Managing the Tranches
Closing a
Programme
Delivering the Capability Realising the Benefits
OBASHI –
Develop the
Blueprint
OBASHI – Delivering the Capability – Start
projects, Progress, Risks & Issues, Close
projects
OBASHI –
Handover to
Operations &
Governance
Realising the Benefits – Pre Transition, Transition
& Post Transition
Post
Programme
PortfolioProgrammeProjectBAU
12. PRINCE2®
Starting Up a
Project
Project
Mandate /
Brief
OBASHI – Current & Future or Programme Blueprint
Initiating a
Project
Controlling a Stage
Managing a
Stage
Boundary
Managing
a Stage
Boundary
Managing Product Delivery
Directing a Project
Controlling a Stage
Managing Product Delivery
Closing
a
Project
B&IT diagrams help
define:
• The Organisation
• The Approach
• The Outline
Business Case
OBASHI
B&IT and
Dataflow
diagrams help:
• Refine the
Business
Case
• Prepare the
Management
Strategies
• Create the
Project Plan
B&IT and
Dataflow
diagrams help:
• Create the
Next Stage
Plan
• Update the
Project Plan
and Business
Case
B&IT and Dataflow diagrams
help:
• Authorise a Work package
• Examine risks & issues
• Monitor progress
B&IT and Dataflow diagrams
help:
• Accept a Work package
• Examine risks & issues
• Develop products
• Monitor progress
B&IT diagrams help
define:
• The Who, Where,
What, When and
How
of product handover.
At premature close,
the unfinished
products are mapped
to B&IT diagrams to
allow decisions on
their future.
13. ITIL®
IT Service Lifecycle
Service
Strategy
Service Design
Service
Transition
Service
Operation
Continual Service Improvement
OBASHI
Develop ‘big
picture’
Develop ‘What if’ scenarios & agree future
business architecture
Develop
detailed
diagrams
Operations &
Governance
Develop
Blueprint
Portfolio/Business Lifecycle
Define the
organisation’s
goals, vision &
values
Define
delivery
approach
& KPIs
Identify &
scope
programmes
& projects
Prioritise,
optimise
& confirm
portfolio
Deliver and track progress towards
delivery of the portfolio
BAU
Progress towards delivering portfolio of change initiatives
OBASHI Business Knowledge
OBASHIConnectivity
15. Category:
Oil & Gas
The Problem
• Legacy systems complexity introducing vulnerabilities
• Inability to perform risk assessment
• Prioritisation of spend (£15 million annual budget)
How OBASHI helped
• Highlighting areas of consolidation
– £40K annual Hardware & Software SLA cancelled
• Delineation of Information flows
• Coordination of Projects and IT support
Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
16. Category:
Public Sector - 1
The Problem
• Board decided to outsource IT
– 10 year / £20 m contract – staff about to be TUPE’d over
• Relocation of Corporate HQ
• Multiple & conflicting asset registers
How OBASHI helped
• Logical or Physical map created – The Big Picture
– £20m Outsourcing Contract cancelled
• Relocation planned & executed more efficiently
• 33% more (repeat 1/3 more) assets discovered
Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
17. Category:
Public Sector - 2
The Problem
• New IT budget request to Board every month
• No visibility of IT Assets and resources
• Recurring Department outage
How OBASHI helped
• The Big Picture – Stakeholder visibility - evidence of spend
• OBASHI Layers created Asset register that highlighted
– 1 piece of infrastructure for every 5 pieces of hardware
– No manufacture support for Infrastructure
• Environmental Health -Impact analysis found root cause
Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
18. Category:
Utilities
The Problem
• No documentation for the Meter to Bill Process
• Disaster recovery plan inadequate – Government legislation
• Lack of clarity and communication across silos
How OBASHI Helped
• Created The Big Picture showing dataflow from Meter to Bill
– replaced an A4 PowerPoint diagram and spreadsheet
• Identified the priority of recovery for key assets
– Police, Health Service, Government
• Aid for communication across departments
Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
19. Category:
Financial Services
The Problem
• Traders require information before competitors
• Manually intensive process to complete transactions
• Bank acquisition during financial crisis
How OBASHI helped
• A framework for superimposing information
– Visualising Dataflows and superimposing Latency values
• Identification of flow constraints for STP
• Basis for regulatory compliance
Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
20. Category:
Manufacturing
The Problem
• Company demerger and system demarcation required
– No visibility of critical dataflows or their values (Customs and Excise)
– Support contracts needed to be separated
• Requirement for ISO2000 compliance
• Reliance on key individuals in third party companies
How OBASHI helped
• New company Big Picture
– Identified dataflow worth £10m/day
– Two contracts for same SAP system identified
• Provide management structure for compliance
• Creation of a Business Knowledge Base
Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
21. Your next steps with OBASHI
to talk about training or consultancy support
- call us now on 01235 227252, or
- email Richard at
richard.rose@pearcemayfield.com