Iris Advantage

Solutions proposed

Two main options were considered:

• Use best practice based on methods and tools specifically designed and optimised for application rationalisation focused efforts.
• Introduce best practice methodology and enterprise architecture tools

A tried and tested process that has proven successful in numerous previous engagements was selected. We worked closely with the client to tailor it to ensure that their specific focus areas and priorities were established. As illustrated in the following diagram, there were five stages to it.

Application Rationalization Methodology

Leveraging enterprise architecture tools is arguably ideally suited to enable evaluation of strategies for application rationalization, and consideration of multiple dependencies in the delivery roadmaps. One key benefit of EA tools, particularly where integrated with ITSM, is in program and portfolio management, supporting decision making with comprehensive and up to date business capability and application landscape viewpoints. It would also contribute to higher maturity of the client’s own architecture governance practice.

However, given the perceived risks identified in the RFI/RFP stage, due to current client practices and prerequisites, this was agreed as potential follow up activity.

Client contribution

During the RFP, the client provided an initial catalogue of the application portfolio in scope (comprising about 400 applications), namely information on active users, operational costs and the suppliers responsible for application management.
Examples of contributions during project delivery:

• Confirmation of established principles and standards by the enterprise architecture function, who approved the strategic direction
• A workspace, physical access and internet access to consultants as needed (on specific days, when the consultants needed to work out of client offices)
• Support for prioritisation of input documentation, stakeholder interviews and workshops so they were actioned expediently
• Assurance that Infrastructure costs were correlated to the application support and maintenance cost

A critical client contribution was to be able to discharge its obligations in a timely manner: for example, authorization of the project initiation, assignment of own resources, suppling information, accepting deliverables, etc

Outline

After a preliminary application of our scoping toolset to the list of applications provided, we proposed a staged approach. In this case, the stages were the following:

• Scoping, where we determined the applications to be subjected to the review.
• Discovery where we gathered information on application usage, Total Cost of Ownership, IT strategy, architecture and programmes and defined criteria and principles.
• Analysis, where we prioritised rationalisation activities for the in-scope applications. This led to the creation of the future state and roadmap.
• Options and constraints, where resource/programme constraints are considered and a hypothesis for rationalisation roadmap was created.
• This led to a roadmap development stage, transformation roadmap, the definition of an approach and architecture governance and to develop high level business case for rationalisation candidates

Application Rationalization High Level Plan

Preliminaries

Key aspects critical to the success of this application rationalization engagement included

• Appointment of a single point of contact for all requests for documentation and scheduling of stakeholder interviews and workshops.
• Agreement on project approach and stages.
• Confirmation of established principles and standards.
• Ensuring availability of service and business owners and other experts for interviews and hot house workshops.