Simplification

Introduction

It is quite interesting to note, when looking back at IT history over the last 20 years or more, that each new wave of innovation in enterprise computing, such as client-server, object-orientation, Java or .Net, has brought with it predictions of the decline of all other related technologies from the corporate IT landscape. However, regardless of such viewpoints and the clamour of support that inevitably follows each one, the IT landscape remains today one of endless variety.

Every CIO has a metaphorical wardrobe full of technology, acquired over the years, and stocked with all manner of operating platforms, bespoke applications, packages, and so on. And every day, as innovation brings new things to our attention, another piece is added, to be squeezed in alongside, rather than replacing, those existing IT assets.

Typically, this is done without consideration for the value or otherwise of systems already existing within the enterprise portfolio – not for any strategic reason, but primarily because enterprise-wide viewpoints have not historically been adopted at that time.   These are often departmental solutions, or systems brought in to replace previous applications which were somehow never fully removed.

And so it goes on.   These are the complex application portfolios responsible for the world’s business transactions. They fly our planes. They move our money. They power our homes.

By simplifying the IT landscape, through consolidation and modernization, organizations are reaping benefits of cost, operational efficiency and business flexibility.   They are reducing risk, through dependency on fewer niche skills and hardware platforms.   But you cannot simplify what you do not understand. Their starting point must always be an assessment of where the value and complexity lies.   Only then can an enterprise-wide strategy capable of taking the entire organization forward be created. 

CIO / Executive

It is no longer enough for CIOs to deliver on cost reduction – there is a need for IT to deliver tangible bottom-line benefits to the business, albeit within a climate of fixed or diminishing budgets. As Gartner’s CIO Agenda for 2008 stated, the majority of CIOs see “significant change coming over the next three years as they look to meet rising business expectations for IT to make the difference in their enterprise strategy.” With this in mind, achieving operational efficiency throughout the IT organization is paramount if the CIO is to create the platform from which to deliver both cost reduction and such business innovation. APM will enable the CIO to focus initial resources on projects capable of delivering maximum impact, while moving forward with enterprise-wide reforms capable of transforming the organization’s underlying ability to respond to change and, ultimately, do business.

Architect

Bringing simplicity to the IT landscape is central to the IT Architect’s role. Identifying areas of value within the portfolio, and removing areas of redundancy and duplication, APM initiatives can help the architect remove complexity from within the portfolio, and deeper still, within the applications themselves. Furthermore, the majority of today’s large organizations are already bringing in the building blocks of a service-oriented architecture, from which they anticipate tremendous advantages in flexibility. But unlike many initiatives of the past, this act of simplification is less about removing heterogeneity and more about improving the ease of integration and communication between the different and valued parts of the IT portfolio.

Technical

Deep within the valuable legacy systems running the modern business world, there are billions of lines of code representing layer upon layer of system enhancement and business process change. Developer efficiency is severely impacted by this complexity. A lack of documentation compounds this inefficiency, adding to the significant level of IT budget already allocated to maintenance rather than innovation. Through comprehensive understanding of the applications and of the scope of change required at the outset of any project, technical staff can, with confidence, remove the large areas of code no longer used, improving developer efficiency on future projects.

Conclusion

Application Portfolio Management offers large organizations a carefully managed route towards a simplified IT landscape, promoting thorough understanding of redundancy and duplication at both the application and portfolio level.