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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?
No…it’s an acronym
Ownership
Business Process
Application
System
Hardware
Infrastructure
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.
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
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!
Data Flow Analysis
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
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
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
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
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
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.
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
Who has used it?
What were the results?
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
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
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
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
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
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
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

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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?
  • 2. No…it’s an acronym Ownership Business Process Application System Hardware Infrastructure
  • 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
  • 14. Who has used it? What were the results?
  • 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