00:01So the title here, Creating an Effective GIS Technology Strategy...
00:04...we're going to talk about process, you know, strategy, planning.
00:09We're also going to talk a lot about technology.
00:11So that's what I mean about having a wild ride; we're going to kind of go up and down a little bit.
00:16And the way we're going to do it is first we're going to talk about characterizing GIS in the business enterprise.
00:21And we're going to talk about the ArcGIS architectural vision, okay, and ultimately talk about some patterns.
00:30Now you guys know when you buy a book sometimes and you get some software, used to, or you get a download?
00:36Well, a download comes with this particular talk today, so we're going to actually show some software and some tools that we use...
00:42...and show you how to get them immediately.
00:44So we'll bring sort of the practice itself to reality and show you how to use it because we've got some tools to show you.
00:52We're going to talk about a discovery approach that we've developed here and that we utilize with our staff...
00:58...when we work with you in the field.
01:00So to digress a little bit, my name is Andy Hendrickson. I work on our patterns and practices team, and I'm a solution architect.
01:07I'm going to be assisted today by Andrew Sakowicz over here, and I will let him introduce himself.
01:12Actually, you don't have a mic, do you?
01:14That's okay. My name is Andrew Sakowicz; I work in Professional Services in Implementation Services Group...
01:21...and we do lots of things, including solution architectures, and we work very closely with Andy Hendrickson. Happy to be here.
01:30Thanks. So then at the end, we will have some time for some questions, a Q&A section...session.
01:36And kind of let you guys guide that section of the talk as well.
01:40We can take it in a number of different directions; we'll see how this goes.
01:44So first I want to characterize what we think of when we think of the business enterprise.
01:48So when we're talking about GIS in business, right, where we're talking about the use of geospatial technologies...
01:56...we're really talking about a way to characterize it within that business enterprise.
02:01So I'm talking about functional departments.
02:03I'm talking about people and systems within an organization, not necessarily technology, right?
02:09Technology's a part of it, but successful implementations within a business enterprise have a free flow of information.
02:16Now, "free flow of information." Hmm. That denotes ease of access. In part, yeah.
02:23It also denotes ease of access through the designs that you are going to come up with and implement.
02:28So talk a little bit about that today as well.
02:31When I say "enterprise" or "business enterprise," I'm not really creating a proxy for size, okay.
02:37To me, a business enterprise can be a relatively small deployment or it can be relatively large, okay?
02:44So just put that issue right to sleep.
02:47So most benefits occur when your GIS is deeply, deeply engrained into business operations...
02:53...or into your organizational business itself.
02:57Now, to get your minds flowing early in the morning today, what do...you guys see a pretty picture here, right?
03:06Does this look pretty? Just nod some heads. This is a pretty picture of a town, I believe in New Zealand.
03:11But what do you see? You see different things, right? Buildings, you know.
03:18Sometimes I call it the curse that I have. When I see it, I see oodles of challenges and oodles of places where GIS can help.
03:28So I wanted to show this because I think that when you’re looking at your business enterprise...
03:35...and you're thinking about your strategy, you need to sometimes step back and look at the big picture.
03:40Now we could just focus on single things like inventory or facilities management, you know...
03:46...e-government, electric, gas utility things, but I like to step back and take a holistic look.
03:51And in my work with many of you and in the work that we’ll do together in the future...
03:55...that’s something that we’ll try to bring to you as well.
03:58So stepping back and saying, well, what are we actually doing, okay...
04:02...and how would this potentially affect other operating business units that touch the technology or touch the GIS? Okay?
04:11So a couple of viewpoints.
04:16So what is GIS in the business enterprise? When I say "viewpoints," I literally mean that.
04:21So I see this projector, right, but I see it differently than some of you do throughout the room. But it's still a projector.
04:27So the viewpoints that I want to give you and have you think about as we're talking today are, first, architectural.
04:32So what is the workflow-based architecture where the geographic data and services are shared across an organization. Right?
04:41So facilities management may involve things or pieces of data that are coming from multiple departments...
04:47...coming from different areas, but they're touching the different organizations.
04:50So people feel ownership of the data at different points in a workflow, okay?
04:56Just because the data is spatially enabled and sitting in a geodatabase doesn't necessarily mean the GIS department owns that data.
05:02Okay. So there's an architectural component to the data value streams.
05:07The organizational context. I just kind of traversed that a little bit, you know.
05:08So there's an organizational component to what we have to think about in terms of strategy.
05:11So where would the enterprise-wide use of those capabilities that are governed through IT exist? What are the boundaries?
05:23Infrastructural, yeah. GIS infrastructure is used to enable existing business systems and data and services.
05:30Now a lot of times, things start here. They start before we actually know what we're doing. We start with technology.
05:39So we've seen tremendous success where the GIS is managed as a platform rather than an application, okay.
05:47This is also another important bullet, one important enough that I wanted to make sure that I included it there...
05:52...because I do see difficulties in building strategy when you're trying to build something and looking at it as an application...
06:00...especially regarding GIS.
06:02Now, things have grown throughout the years organically, right? The technology has changed.
06:07And I do believe there was a time where GIS was more of an application than it was a platform...
06:13...and that legacy sort of mind-set persists, right?
06:19Okay. So tactical growth over time. So we need to think about this; we need to think about growing capabilities, alright.
06:30In a way, it's very difficult to just buy something for the enterprise in a box.
06:35You grow capabilities when you have a platform.
06:38Right? And then you can build solutions and you can build those boxes as they fall on top of that platform, okay.
06:45So broad access for your enterprise to the geographic data and processing.
06:49I think this is important, okay, because you're going to tactically do this throughout time; in a sense, grow the capabilities.
06:59A common infrastructure to build and deploy.
07:01It doesn't all have to sit in one place, though, right?
07:04Heard a lot of things yesterday about cloud, a lot of things about enterprise, okay.
07:09But it should be a common infrastructure, meaning it should be...these parts should be able to communicate with one another.
07:16So that's part and parcel of the plan as well.
07:19Alright, so economies of scale through organizational, you know, deployment--of course.
07:24Reusability is another thing that we're going to talk a lot about today, so creating things once and using them many times.
07:31By nature--some of you may have experienced this in your career--GIS becomes integration technology, doesn't it?
07:41It becomes, dare I say, a linchpin, and oftentimes that puts you or, you know...
07:48...the owner of this particular business system, as the linchpin.
07:52So you're the one that's having to actually create the communication between organizations, right?
07:58Some heads are starting to go like this now. Yeah. That's what I mean here, and that's okay; that's a good thing.
08:04So we need to leverage the GIS to be an integration technology, and it's okay to be one if we've set things up correctly.
08:12I love getting calls at 2 a.m., don't you? No, I don't.
08:16So obtaining business sponsors and stakeholders. This may sound natural, this may sound obvious...
08:22...but this is also another and very important part of your strategy. We'll talk about that as well.
08:28So how do we do this? It requires a plan. I'll show you how I think of planning and doing that today.
08:37And actually, you should listen to me today, and then you should not listen to me.
08:41You should listen to some of the things I say and then realize that you can take an approach...
08:45...and adapt it to your particular business, right?
08:49So I don't want to make you think that there's a rigid approach, but there should be an approach.
08:55So adapting an approach for your business organization I think is very important. I do like talking...no.
09:02I do like meeting with folks, so I think promoting the notion of repeatable events, I'll call them...
09:11...for getting your different stakeholders and internal sponsors together is very important.
09:17And I don't think that I like having meetings every week; that's not what I mean...
09:21...but maybe a quarterly review of what you're doing regarding your strategy, something like this.
09:26So we're...creating repeatable artifacts is important. But not a lot of artifacts, right?
09:35Meaningful ones, things that you can bring throughout each cycle of building your strategy...
09:41...and implementing your strategy, should exist or persist.
09:45I like to promote the notion of doing assessments, so drawing a line in the sand. I do this...
09:53Some of you that have worked with me are used to me doing stuff like that.
09:56But, you know, create a baseline; that first bullet point there.
09:59There needs to be a line in the sand, so when you begin something, you have to have an end point...
10:05...or you're looking toward an end point, okay?
10:08So without that initial assessment of what exists, it's very hard to understand where you want to go...
10:16...or to at least be able to get it out of your head to other folks who oftentimes have to fund it, right? Okay.
10:25So there's a need for discovery, even within your long-standing organizations or places that you've persisted...
10:33...worked, worked with for a long time. There's a tremendous need for doing this.
10:41And this is what I meant about having it be repeatable, so now what? So how do we do this?
10:46Because the GIS serves multiple, multiple segments, the first of which I'll talk about...
10:53...drew down here on your bottom left, and it says "domain." Okay?
10:57Now there's a lot of words around here, and I'll get to what I mean by some of these words...
11:01...but this is a segment so a domain type user or, in the GIS world, an analyst type user. This is a particular type of user.
11:09Kind of where GIS started many, many moons ago, right? And then I see this second segment, the enterprise or the business.
11:20Now I'm starting to talk about process a little bit. We're digging in a little bit here.
11:25So understand where you are. Where you are? There's a lot of you in the back of the room.
11:32There's some seats up here if you want to come up.
11:35Understanding where you are, what do I mean there? Understand where you are within the business enterprise, I guess.
11:42So not just in terms of an org. chart, although org. charts are important...
11:46...but sometimes org. charts don't really denote the level of maturity of...
11:52...organizations that are supporting applications like...that are built on your GIS platform, okay?
11:59Understand where you're going and how it relates to the business, okay. That's important as well.
12:05Barriers? You know, what are your barriers? Are budgets a barrier for some of you? Slight show of hands.
12:13Yeah. That's actually a lot, yeah.
12:16Adapting to your budget life cycle is an important notion, right? Or adapting to the business's budget life cycle.
12:23So I think your strategy should in part overlay with things like your budget strategy and budget plans.
12:31And developing the strategy itself is important, so let's hang on to this notion of segmentation for a minute.
12:40Now segmentation is a word some people...
12:45Some of my colleagues roll their eyes at me sometimes when I say "segmentation," 'cause it sounds very marketing-ish...
12:51...but to me it also involves technology.
12:54And I think that regarding the GIS platform, I think realistically looking at segments and who your customers are...
13:03...is extremely important [audio skips] enterprise.
13:05Or enterprise in terms of implementation, but it's a style of implementation.
13:10So in a way, folks began in the domain creating data, right? Doing things, doing analysis...
13:16...and then as the technology sort of grew into the enterprise...
13:20...more folks could connect to that same data that this domain user was creating.
13:25Are we good so far with this one? Kind of sounds like how GIS evolved, right? Absolutely. They're distinct.
13:33They're distinct, and how folks within a business enterprise utilize the technology is distinct as well, okay?
13:40Oftentimes, a lower-level user, a higher-level user, meaning depth and breadth of the technology that they're using...
13:47...or maybe depth and breadth of knowledge of that particular technology that they're using.
13:51This thing that just drew up here, web/cloud, this is a new segment, okay?
13:58This is one that is creating, I think, in many ways, confusion, okay, but at the same time, it's very exciting...
14:05...because we have a new segment with which is beginning to touch the GIS itself.
14:11Again, leveraging the same information that oftentimes was created by the domain...
14:17...made available to the business enterprise, and whoo! That's what I mean--there's a new segment here.
14:21Where you have this sort of long tail of users who can do geo things...
14:25...but don't necessarily need to know anything about this complicated thing here or this complicated thing here. Fair enough?
14:34Heard a lot yesterday from Jack about ArcGIS Online, right?
14:37So I've even got listed up here this notion of online capabilities, cloud-based capabilities.
14:44To me, this is important for you as well, because your strategy needs to reflect this.
14:52Lots of users, not as many as this, not as many as this. It's a relative scale, in my opinion.
14:59And then for your solutions and things that you're building, you need to address these at a minimum, these types of users.
15:07Now, there's a lot of semantics that I'm using here too, my words, alright?
15:11Maybe this is the GIS office; maybe this is IT, right; maybe this is the public at large, right, if you're in state and local.
15:21Even in a commercial operation, right? Knowledge worker, right? Day-to-day business user. Customer base.
15:32You see, you have this GIS now that's traversing all of these segments, and it's traversing them very well.
15:42Now I also think that segmentation is so important because you want to design your system differently...
15:50...depending upon what that particular segment needs.
15:54So this in a way becomes sort of a three-step, you know, taxonomy, initial taxonomy of your user base.
16:08So now, part of your strategy should be to formalize some sort of process.
16:17And this is where I mentioned earlier, you need to adapt it to yourself and to your organization, right?
16:24This is how we're looking at things.
16:26We're first, there's three steps here, and number one, aligning with the platform vision, is extremely important.
16:36Now, with the ArcGIS platform vision, I'll be very explicit about that.
16:41Because it's a platform and because you have these different segments...
16:43...and all these different types of uses that could be occurring on top of it...
16:47...that's where we need to have a direct alignment with the segmentation and then the platform vision itself...
16:52...because we want to be able to scale your system differently depending upon what that segment is doing. Okay?
17:00So I'm going to stay on this notion for a second and talk specifically about how to align with the ArcGIS platform...
17:09...from an architectural perspective, with all those viewpoints that I've already mentioned.
17:18So this has evolved a little bit since last year, as this session has evolved a little bit.
17:23But ultimately the message remains the same--we've learned from you throughout the years.
17:28We've learned from our customers; we've listened to our customers about how you guys are using the ArcGIS platform...
17:34...how you're using the technology.
17:36And we have figured out and put some names on different patterns or styles of use. Okay.
17:46Again, not necessarily denoting a large or a small organization, okay?
17:50So in some cases, this could be a small organization where we've seen this, in some cases a tremendously large one.
17:55But this first one to your left is called "data management." It is a specific pattern of use.
18:04It is a way that you utilize the technology to solve real-world business problems, and in this particular case, data management...
18:11...you're taking information--data--and putting it into somewhere, right, and making it available for other folks to use.
18:19Does that sound like we're doing something that becomes reusable? Yeah, reusability is a notion here.
18:25Which is why that first domain that I talked about is distinct from the second segment, the enterprise...
18:32...because it's much easier to get information spread throughout your organization with an enterprise-style approach...
18:38...as opposed to a domain approach. Okay?
18:42So here this does align with a particular piece of technology that some of you are using, the geodatabase.
18:47Right? Yes? File form structures or RDBMS layers? Yes? Lots of heads? Okay.
18:53Okay, I'll come back to more of the architectural component in a second.
18:58The second pattern, going from left to right, is planning and analysis.
19:02And again remember, I always say, semantics. These are my words; this can be something else.
19:07I've been in some shops where we call this business intelligence...
19:09...but it's ultimately the way that you're taking data out of this first pattern of use...
19:15...and doing something with it and then making it available. Right?
19:18So you're taking data and transforming it into actionable information.
19:24Or you're using geoprocessing, right? You're doing analysis, you're doing geoanalysis, spatial analysis.
19:32Oftentimes, the bread and butter of the GIS, right? A real distinction for GIS technology.
19:39This third pattern is this mobile pattern, is expanding by the day, I think, but there's subpatterns to this one.
19:46But from its highest, most...from the top level that I can think of, the best way to think about this for today...
19:51...is getting information into and out of the field.
19:55Alright. So I'm looking at stuff that's being stored or persisted back within my business enterprise, possibly...
20:03Not possibly. ...put there by a domain user, an expert, and I'm able to do things with it.
20:08Now I might be a read-only type user, or I might actually be doing things where I'm altering the data...
20:13...changing the data, adding data, but it's a specific pattern of use.
20:17The fourth one up here says "operational awareness." So the dissemination of this information when and where I need it.
20:24Putting it out. I think the easiest way to think of this one is simply visualization or visualizing it.
20:32It doesn't necessarily just denote, say, creating a cached map service; that's not...although that might be part of it.
20:37But it could be dynamic data as well, or could be stuff rendered client side, it could be stuff cached, right?
20:44But it is a pattern of use that is distinct from the other three.
20:49This last one, "constituent engagement." I oftentimes trip over saying that one, or crowdsourcing, right...
20:55...volunteered geographic information, so here we have the ability for getting feedback on the information that we've stored...
21:03...persisted, transformed in some kind of meaningful way, gotten out to the field or made into some sort of visual component, right?
21:10So now we're able to get information from the public maybe.
21:13The public might be your public constituents...
21:16...but it could also be an internal work force, quite honestly, giving you feedback about the information in real time.
21:24So these five patterns, you guys do it today, right?
21:29It sounds like it aligns with some of your business processes, I'm sure, but it needs to align with the architecture as well.
21:38Because depending upon what you're doing with the platform, the technology performs differently, right?
21:46I'm saying things that you already know; I'm just putting words and terms onto it.
21:50So this really is a taxonomy. From an architect's perspective, it is a taxonomy.
21:57If you have or work with enterprise architects within your organization, this is that kind of language for them.
22:05It's a very interesting way for them to look at the GIS and bringing it out of sort of that domain viewpoint into their world.
22:15Because what's happening is, and I'm seeing it happen more and more, is that GIS is starting to become a platform...
22:22...and looked upon as a platform, and it's becoming standardized at the architectural board level.
22:28So you'll get things like the REST API for ArcGIS, which has been released as an open standard, right, can oftentimes...
22:36...can actually be brought in by an architectural board and made to be the standard for communicating between geodatabases, plural.
22:46This is where we start having that conversation.
22:48So some folks have--I've been laughed at a couple times in my life.
22:53Once was when I was with some folks and I asked them if this looks like an architecture diagram...
22:58...and they're like, "Ho-ho! No!"
23:01It's "markitecture," Andy.
23:03No, it really is the beginning of your architectural diagram, because at a very minimum, and I won't beleaguer this one too much...
23:11...but at a minimum, we want to have discrete computing environments, depending upon what we're doing, okay?
23:18Whereas oftentimes--and we love to travel the world; Andrew and I love to travel the world.
23:23But we don't want to travel the world because of things not performing well...
23:28...or things breaking and not supporting the operations that you guys are supporting, right?
23:33So creating distinct compute environments based upon this type of taxonomy works.
23:39And I'm not standing up here telling you you have to have a minimum of five servers to do something with GIS, right...
23:44...or five compute environments, because virtualization's kind of interesting now.
23:49We can do things with virtualization, whether it be private, public, with the cloud and virtualization that are very interesting.
23:56But I am saying that if you have...if you're supporting business operations where you have people editing data, right...
24:02...this first pattern of use, creating data, editing it, creating this extremely important information...
24:09...and then you have a web map, okay, which is an operating picture or showing operational awareness for the general public...
24:17...there tends to be a few more zeros on the amount of users over here, right?
24:21And if this scales out or jumps out and it just takes down your environment...
24:24...what happens to your editors that are creating real data?
24:29Right? So we should think about probably keeping these things discrete. Does that make sense? Yeah?
24:34So it starts with architecture, it starts with your strategy.
24:37There's a couple deployment options listed here on the bottom where we have typically talked about desktops and servers and online.
24:45Let me be very clear and say that the desktop world or the enterprise world is enterprise-style software.
24:51It's software you deploy on your hardware, right? You own the licenses for it, perpetual licensing, I guess.
24:59Then there's this newer paradigm of the web/cloud, which is a different way of licensing things.
25:05It's a different way of doing things. It's more of a consumption type model, right?
25:11Then the device-pervasive notion, where we're actually creating technology specific for devices...
25:17...like Android or Apple iOS, Win Phone, whatever else we need to do in the future.
25:23But ultimately, I mentioned licensing, but these are deployment options as well--should be part of your strategy.
25:35Okay. You can't read this, but I'll just tell you what it says.
25:41What I'm trying to promote here is communication.
25:44So you need to communicate with the business about what it is you want to do.
25:48This is simply--it's kind of academic in a way...
25:51...but it's a summary with, you know, stated goals, stated deliverables, and a stated timeline.
25:56So when you're building your strategy and you're writing it out, I think you should tell the business what your strategy is...
26:01...and actually ask them if it makes sense, okay?
26:05Some difficulties that I've seen some of my clients have is that they get to a certain point...
26:11...and the business didn't know what they were doing.
26:14Right? Or the business didn't know what they were plans were and they don't meet or match, okay?
26:20So I think it's extremely valuable to tell them, to show schedules as well when you conduct formal sessions, right?
26:27Be very clear about what those sessions are.
26:29This is a sample agenda, right? Stated purpose. Stated expectations for who the audience should be. Stated roles.
26:40And, you know, that's going to vary by organization as well, but ultimately the concept here is what I'm promoting.
26:49Ask relevant questions, and by the way, we are happy to assist, right...
26:55...with what some of this stuff may be regarding your geospatial platform. But relevant questions.
27:02One of the most relevant questions I like to ask simply is, How are you measured?
27:11Now let me pause for a second and say that I do get to do a lot of planning work with you guys.
27:18I do get to come out as you're developing strategies, but I also have to go in sometimes and work on fires...
27:24...putting fires out, because there's problems that exist with the technology.
27:28And everything I'm talking about so far this morning, I use the same process for reverse engineering things...
27:34...and figuring out what's going on as I do for building a brand-new strategy.
27:38Just wanted to kind of throw that out there, because asking the relevant questions I think is very important.
27:43So although sometimes you need to dive right into technology, right? Log in, figure out what's going on...
27:49...it's also really, really nice to know what the measurables are, you know.
27:56And I don't necessarily mean just uptime on a server, right?
28:00What are the KPIs, or key performance indicators for the organization that has built this particular solution on the geospatial platform?
28:10So here's some sample questions that we use, and they align with an architectural approach...
28:18...which, as we talk more and more this morning, I'll be very overt...
28:21...and tell you that we align our approach with something called TOGAF.
28:24It's an enterprise architectural framework. Very exciting reading.
28:30Anyway, we've used this, and these questions that we have align with this architectural approach, and we'll get into that.
28:37But it's here is the first time, this morning, where I introduce this concept of business architecture...
28:43...and then information architecture and then technology architecture.
28:46These are distinct as well, okay?
28:53Now let's talk about capability, growth, and time with your approach and the building of your strategy.
29:01Now, there's a lot of information on this slide; I'll describe this to you.
29:06There's a timeline cutting through the middle that says Present, Future; it's a relative scale, okay.
29:13And I'm going to speak to this arch from left to right.
29:18And what it's showing here is at the bottom is what I mentioned earlier.
29:21There's a step, there's a first step that you take where you draw the line in the sand...
29:25...and you have to document what the as-is state is.
29:28As-is state is, yes. What the current state is; maybe that's a better way of putting it.
29:33But what exactly is there? What are you supporting? What are you running?
29:38Now, you have a notion at this point, you know you're doing something or else you wouldn't be building a strategy...
29:43...so you want to come up with some sort of gap analysis between what exists, right, and where you need to go.
29:50Now, we can do that right up front, honestly, 'cause as soon as you come up with that as-is state...
29:55...you're already figuring out, oh, yeah, you're right. This particular application is expected to be available 24 x 7...
30:04...but I only have one SDE DBA. Does that match? No, no, no. Things are off there, right?
30:10So your application is running 24/7, but you only have one SDE DBA, or maybe I should say one DBA who's capable, right?
30:18Or understands SDE. Maybe that's a better way of putting it. Can deal with it; how's that?
30:25Okay. So we want to find these gaps as early as we can, and it's not...
30:30Another thing I think that is good to note is it's...
30:34The maturity level, understanding the maturity level is so important...
30:39...but we can't judge, 'cause things grow organically throughout time.
30:43So I always tell my clients, there's nothing wrong with the way that this is. This is the way it is.
30:48If there's a place that we need to go, we're going to design to that...
30:51...and that's also another thing that I'm trying to show through this abstraction today.
30:55So the third box says "Create a detailed design." Now why would I want to create a detailed design of an old system?
31:04We get that a lot too. I do believe it's a very important part of your strategy moving forward...
31:10...even if you're going to get rid of it, is understanding what it is.
31:15And I have said this many times, and I've said this with some of you in the field...
31:19...that I don't like to take the word draft off of any diagram.
31:24I don't really believe any architecture is ever final, not when it comes to project work.
31:30We have to have final deliverables, right, so I'm not...don't be a total purist around that, but the concept is architecture evolves.
31:38It evolves as what you need it to do and it evolves with how the technology grows as well.
31:43So now, on this bottom portion here, this says "Capability creation," and it says "concrete."
31:49Now what I mean by concrete is this is reality; this is what exists today.
31:54We've created this detailed diagram; we know what we have.
31:58And now that I move up into the--this says "Abstract" in the upper left corner--I'm moving into abstract zone...
32:05...because I want to capture themes for what needs to be done. So that next step says "Capture themes."
32:15And then I have a cloud with a lightning bolt, which is supposed to denote stormy weather, not a cloud approach with software.
32:25Although that may be part of this, right?
32:27But it's supposed to denote stormy weather because I'm not sure that I've ever been in any of these engagements...
32:33...and in my own business where this wasn't turbulent.
32:40You know, where you get differing views from departments, right? Different decision makers who think of things differently.
32:49They have different what? Viewpoints, right? And that's okay because we have to synthesize these viewpoints.
32:57So as we traverse this and we get through this storminess, alright, we need to synthesize these concepts that we've all talked about...
33:02...before we can come with a solution design, a realistic solution design.
33:08Now what's interesting here is during this phase, a lot of architectural decisions get made.
33:17Why? Because here is where I find out, and here's something that I'm always looking for.
33:21I'm looking for somebody to tell me how often the technology needs to be available...
33:26...'cause that's a significant part of your architecture, right?
33:30Available meaning when somebody should be able to log in and see this thing is up and running...
33:35...and it's not going down in the middle of the day.
33:38Now, oftentimes your DBAs or even your domain folks, right?--remember that first segment?
33:44They're not really aware of how the business uses the application that they support.
33:51And then the enterprise folks in that middle segment that I talked about that are supporting what the domain is doing...
33:57...again, not always completely connected with how the end users are using that particular solution.
34:03This is where you can bring them together, okay, and you can help them.
34:07And in GIS I have found, because GIS has grown so organically throughout the years, we have a lot of that occurring...
34:15...where we have domains that are having to support business functions and they're not really staffed correctly to do this.
34:22They don't have the right hardware, and the architecture doesn't look anything like it should.
34:27So you see how we have this ability now in this turbulent, stormy time to flesh this out.
34:32And I always say it's okay if you can't actually realize it through budget or realize it through staff.
34:40At least you know there's a gap now, right? Okay.
34:46So as I come down and I come back into reality, back into the concrete, this is where I come up with an initial solution design.
34:53This is where solutions begin to really formulate for me, not first.
34:58Unless I know what we're going toward, it doesn't make a lot of sense to me.
35:02So this is where my solution design will come into play, and then solution refinement.
35:07And here, there should be constant iteration. Constant. Is this...
35:13This is what I heard; is this correct? Right? Going back to the business, I'll say, and asking them if what you heard was correct.
35:23And that final stop says, "to be or final state." The future state.
35:33Some of my customers have called this the arch of happiness.
35:43I think you should be very, very, very overt about what a solution means to you as well.
35:50Here's five different things that I think about as part of my recipe when I'm building a solution.
36:00First and foremost, it must include some part of technology, right? Core technology.
36:07For Esri, it could also be that it's core technology with partner technology.
36:15We do a lot of space in the utility world; we have some pretty valuable partners there that have extended our platform.
36:21That's what I mean here in this first slice of my recipe.
36:25Something that, believe it or not, is overlooked these days, more so...
36:29...this is something that has gone backwards sometimes over the years.
36:34But we used to start with data, right? It was so important.
36:37Then data became more prominent so we started to not think as much about data.
36:42But data is a very important part of your solution...
36:45...and it could be data in the forms of the spatial accuracy regarding a feature class...
36:51...or something that you're building, but data could also be the way that you're creating a cache, right, for supporting a web map.
36:58That's data, in my mind, as well. Okay.
37:02Or it could be the abstraction or...the abstraction of data from a particular, you know, central piece of technology...
37:09...and being moved to another place for optimized viewing.
37:15So having a data strategy is very important. Okay?
37:18Appliances are pretty interesting now, data appliances. Very interesting part of architectures.
37:22In the past, they were very expensive; become more of a commodity, right.
37:26But a very important piece of your architecture could be just putting in a data appliance.
37:31Training. Yes, training for GIS technology and for Esri technology, but also training for your staff.
37:40So if your to-be state involves a type of architecture or technology that you don't have staff to support...
37:50...you're creating a bit of a risk, right?
37:53And this happens. Okay, so training could also be the notion of augmenting your staff. Make sense?
38:06Okay. Enterprise best practices. I grappled with this. I didn't call it enterprise best practices last year.
38:12But there are best practices for deploying your GIS around enterprise type deployments...
38:19...that are different from domain type and different from cloud type.
38:22So you know, I pause there because this should just really say "best practices," but, you know, regarding this conversation today...
38:31...I think enterprise is the place to start, 'cause we can go back and forward with those best practices, right?
38:36We can take what we've learned in that middle segment, and we can adapt it with the first segment...
38:41...and we can adapt it to future deployments with that...with the third web/cloud segment.
38:47Professional services and support. Here, the notion of staff augmentation comes in as well, as well as it does with training, right?
38:55So there may be internal support organizations that you guys support or manage or maybe you don't like to work with...
39:02...but getting them sort of familiar and comfortable with what the solution is, is extremely important too. Not to avoid them, right?
39:11And of course, Esri has Professional Services and support to back up any type of solution that you're thinking about doing.
39:19So I guess the real message here is come up with some recipe that you agree with and that you feel confident with...
39:26...as you're providing a solution to your customers.
39:29And this applies to even just using the software in a domain kind of way, but let's talk a little bit about evolution.
39:36So GIS has evolved. This first circle that you see here is denoting a geocentric approach.
39:44So I'm using my tool or my application based on GIS or based on a map.
39:51I'm driving the application based upon a geocentric tool.
39:56This is very classic, a classic way that we are used to engaging with business.
40:04Now, the arrow, as we see geospatial capabilities rising, the arrow's sort of denoting this, you know, this move up...
40:10...and this move towards a larger circle where I've labeled this "geoenabled solutions."
40:15So geocentric solution, geoenabled; they're distinct.
40:20Here, what we talk about, data integration via location. We look for trends in data, for patterns, what-ifs, what's going on.
40:29Sounds very business intelligence-y, right, but it is. Right?
40:33We're talking about geofunctionality in an application that is not necessarily a GIS application.
40:39So optimizing your work force. Spatial viewing.
40:42I just gave you four different words for talking about the same patterns we talked about before.
40:47So let me go back down to the geocentric solution; here's those same patterns that I talked about earlier.
40:52Data management, planning and analysis, field operations, and operational awareness.
40:57Same patterns, different solutions, okay?
41:01So your solution recipe needs to take this into consideration as well.
41:05We do something called creating solution maps so we identify what the problems are.
41:13So as your strategy unfolds, realize that some of the gaps that you identified need to have solutions.
41:19So here's just a sample one that we made up, right.
41:21So your clients are not able to leverage ArcGIS technology across business operations...
41:27...in a manner that's consistent with our recommendations and our best practices. That's my problem statement.
41:32My cause of problem--there's a lack of communication for how the technology works.
41:37We have not reached the proper stakeholders within an organization.
41:41And unknown recommendations for best practices.
41:45What is the negative business impact?
41:46Well, Esri technology fails to meet the customer organizational needs. And it doesn't make you successful, right?
41:54Why do you use technology? You use technology to solve problems, but to be successful. We want you to be successful.
42:01So then I'm very overt about making statements for how I solve the problem.
42:05Alright, how do we solve it? Effectively communicate.
42:08Provide a client with a complete vision for leveraging the platform. Perform knowledge transfers.
42:18Positive business outcome--happy customers. Alright?
42:24Why do I like doing this? Because this also forces communication...
42:28...and it forces you to realize the differing approaches and viewpoints that folks have within your business...
42:38...within your organization, within your particular business, okay.
42:42And it forces you to agree on them. And it does cause some of your colleagues to roll their eyes.
42:50But this is a very good way for ironing out things and getting common agreement.
42:54So let's get back to the approach a little bit and dig in.
43:00Here. So now, step number 2. Alright, let's talk a little bit about these different just architectural distinctions.
43:07Okay, this is a value chain. It says, "Esri Architectural Assessment."
43:12Begins with business architecture, goes to information/technical, moves into political landscapes and IT governance.
43:19And then we move into solution architecture and best practices, new initiative planning, and then services and training.
43:25This is another one where I meant adapt this stuff. This came from an enterprise architectural framework.
43:32Andrew will use something similar in his approach with the tools, alright? It's a framework for communication.
43:40So the value chain for us begins with business architecture, number one.
43:46Let's talk about business architecture. What is it?
43:51It defines the value streams, the data value streams. That's a fancy phrase, but it literally means data value streams.
44:00So how the data is moving throughout an organization comes from your business.
44:04It doesn't come from your technologists, okay?
44:08The business defines the relationships to all external entities. And external's a relative word too.
44:14I don't necessarily mean outside of the organization. External to where that data's persisted, right?
44:21And then the relationships to other data value streams.
44:24Here's where I see a lot of things repeated in business, the same data being moved around many, many times.
44:31I think a good example, easy example for us to talk about, is pick any, any entity and think about street centerline files.
44:39Any government entity, I tend to go in and I'll find street centerline files all over the place...
44:45...and every department that I work with has some sort of stake in the ownership of those street centerline files, right?
44:53Or parcels is another good one. Things like this.
44:57So what are the events that trigger instantiation? That sounds fancy; it is.
45:01But, you know, what triggers the ownership leaving one particular organization and going into another?
45:07Or what triggers the change being made and brought back...I almost wanted to say "posted." Posted back, yeah.
45:15Posted back from a technology perspective, right?
45:19So it's composed of processes, functions, workflows, and events.
45:26Another interesting viewpoint is align your GIS technology strategy with your corporate strategy, okay? Align with it.
45:40It's one of the first questions I'll ask you when we come to work together...
45:44...because it makes it a whole lot easier to describe to your leadership...
45:47...or to leadership if you are leadership, what you're trying to do.
45:53If it's going against the grain of the overall strategy of your entire organization...
45:57...there's going to be lesser chance that you'll get funding.
46:04Okay? 'Cause this is ultimately going to be developed and managed by the organization, not by a particular individual.
46:09Although individuals may have responsibilities, right?
46:13So your business architecture represents what you must produce to satisfy your customers, right...
46:21...to compete, to sustain ops, collaborating with suppliers or vendors, and then ultimately making your employees happy.
46:34So it's going to help with alignment.
46:38So when I work, when we work with folks, we try to see the business through their eyes and through their viewpoints.
46:44That's why I think those taxonomies that we talked about this morning are so important.
46:48There's really three of them that we talked about; I'll repeat them again.
46:51There's the segments, there's the patterns, and the architectural and business viewpoints.
46:59So there's three different taxonomies I've talked about.
47:02We want to connect the necessary components, not all the components, right?
47:09I've seen some pretty complicated schemas out there, and there was a time where we did integration at the RDBMS layer...
47:17...and we had to do complicated schema mapping and things like that.
47:22Well, we don't have to connect every component of every piece of every schema to do business integration in the modern day.
47:29We've abstracted up with service orientation, okay?
47:32You heard onstage yesterday we have a pure web service to Server...
47:35...which means those of you that have ArcGIS Server have a pure web services server.
47:39You have to tell it not to be web services orientated to get it to run without web services...
47:44...so this is an opportunity for coming up a level, asking the business what they genuinely need...
47:49...and that's where you integrate with the components that are needed.
47:55Accept the evolution of technology.
47:59This is a real thing that I've learned as well, is that it's more difficult to fight it than to accept it.
48:07And I think that's probably been most apparent in service orientation at the enterprise level, not the domain level.
48:15So with service orientation, there's rapid evolution that's occurring.
48:20Software's interesting; software's different than it used to be.
48:23At a minimum--maximum, I guess I should say--we used to have software release cycles of, say, 18 to 24 months, right?
48:30Some of you probably still do. But innovation's occurring much more rapidly now, especially in that web/cloud tier.
48:37You know, two months, four months, things like this. That's forced change on upon technology itself.
48:43And to use a real example here, we have organizations that have information and data locked up in services...
48:51...because they used an approach that was very complicated, a SOAP-style approach.
48:55Now we've moved, and things have gone more towards a REST-ful approach with your web services.
49:00That's kind of what I'm getting at here, is the adaption of a more REST-ful approach...
49:03...while keeping certain things in a SOAP-based approach is okay. That's okay. That's evolution of technology, okay?
49:14Okay. Using strategic business thinking, yes, yes, yes.
49:20So understanding the business processes, business functions and workflows to me is very important.
49:25Now in engagements and the reality of it is...
49:27...I'm not talking about business process modeling here, per se, at this level of the discussion.
49:33I've seen 700-page documents about, you know, business process automation and things like that, business process management.
49:39Hopefully, those already exist, right, when we're talking at this level.
49:44If they don't, you need to back up in part of what you're doing and develop them.
49:47That's a different level of strategy, okay?
49:50So when I see these things and I see the business functions and workflows...
49:55...I'm constantly looking for where the GIS functions or GIS capabilities, geocapabilities, can augment workflows, right?
50:06And that's again, that's that notion of growing geospatial capabilities within your business enterprise.
50:15So spatially enabling information traditionally managed elsewhere.
50:20And what are the organizational requirements to facilitate each task at that level? Assign them.
50:28Assign them, because it might not be just within your organization where tasks have to be performed.
50:37And determine design patterns that will meet your needs, and that's sort of a...
50:41I dropped into this sort of REST-based web service thing for a second. That's a design pattern.
50:47If you see a particular design pattern that helps at that level, bring it into your strategy. Take every opportunity you can.
50:53So some topics around functions and process. Identifying those key business areas...
50:58...and what are their relationships to your GIS strategic plan?
51:05Ops. What are the relationships for external business systems? I literally mean their access; who can come in, how.
51:13We talked about the budgeting process already, okay?
51:17And staff organization, organizational staff roles. Okay? Very, very important.
51:26So now we'll talk briefly about information architecture. I just talked about business architecture.
51:33Discrete ways of looking at your business. So mapping your business systems.
51:39I'm going to show you an example of what all this looks like at the end.
51:42We may seem a bit abstract and you get the presentations, right? So you'll get them after the conference.
51:47I mean, don't worry about trying to read every word; you'll get them.
51:50But it's important to distinguish here that here is where you're going to actually map systems together from a level...
51:58...from a level that you're not used to looking at it as a technologist, okay.
52:02So it's almost like drawing boxes of what these business systems are, drawing lines between them...
52:07...and attributing some sort of ownership to those lines, okay?
52:12And then you can actually put SLAs on those lines and things like that, service-level agreements...
52:16...and figure out how this stuff maps out.
52:18So, I mean, much like your business architecture...
52:20...this is going to have components that are influenced by your corporate strategy, right?
52:27Developed and managed through the organization.
52:30Now your information architecture gets realized in implementation with technology, yes...
52:36...but it doesn't start with the technical architecture.
52:39Okay. So it represents the fuel that an organization must produce to satisfy applications...
52:46...and sustain applications within operations, okay?
52:51It's like the gas that you're putting into the car. Without it, everything sort of shuts down.
52:58Okay, so the ability to integrate with other interfaces is important as well...
53:02...'cause ultimately, your vision's going to include high-level interfaces.
53:09It can come directly out and through your strategy.
53:13So let's say it in more plain terms. It exposes the owner and consumer of the data streams.
53:23Your information architecture does that.
53:26Now your schema designs and these very complicated data models are part of this, okay, but they're not all of this.
53:35They feed into what this is.
53:36These are very, very interesting conversations to have and to get to this point because...I don't know.
53:45A lot of times the GIS folks think they own data that's coming from another department...
53:50...whereas those other folks that are giving them that data think they own the data.
53:55This is what I mean; there's a distinction, okay, between them.
53:59And as the GIS is leveraged more as a platform, this is going to become more and more apparent.
54:03Okay, so this promotes and regulates the agreement on those interfaces and what the SLAs are.
54:10So when I say "SLA," service-level agreement, I mean we agree, right, make an agreement...
54:14...maybe it's a written agreement, but we're agreeing that I'm going to give you a particular dataset every day at six p.m.
54:21You say, Okay, Andy, that's fine. I can...that's perfect. I need it every day at six p.m.
54:25So what did I just do? I came up with an SLA, an agreement, right, between two organizations...
54:30...but I also just effected some kind of a challenge upon my architecture.
54:36Because what happens if I don't make it there by six p.m. every day? There's some kind of repercussion.
54:43Well, if my server goes down, then I need a redundant server...
54:46...and then maybe that redundant server needs to be at a different location to ensure that I can meet that particular agreement...
54:53...that I just made with that other organization. That's what I mean.
55:01Okay. Improved documentation and support, yeah. This becomes documentation and support...
55:08...and what we'll show you towards the end of the talk today is a nice way, as you're traversing your strategy...
55:14...and building your strategy, to document these things that I'm talking about. Okay.
55:19So again, I say this again, accepting the evolution of technology is important, okay?
55:25Continuously being hung up on previous versions of software that didn't work for you doesn't get you anywhere.
55:32And I've been guilty of doing that myself in the past, okay, so evolution to me is very important.
55:39I like to promote in this area, when I'm working with customers, the notion that the geographic approach that we're talking about...
55:45...that we're all familiar with in different varying levels of experience, is business intelligence for your organization.
55:56Okay, so understanding these processes, business functions, and workflows, yes.
56:00Data and information requirements solve business challenges, right? Tell folks how you're solving their challenges.
56:08Use the data to enhance a workflow, which allows us to orchestrate the functions behind your solutions.
56:14So orchestration I think is an interesting concept as well, of all these geoprocessing services, right, or map services...
56:22...these files that you're making available via some sort of service, okay. How are they orchestrated?
56:29And how do we want to spatially enable this information that's typically managed elsewhere?
56:33Okay. This will influence design patterns for your solutions, you know, very, very specifically.
56:43Okay. So these look very familiar, again, to these attributes that I have up here regarding information architecture...
56:51...very similar as they were for business.
56:53So business functions and processes. What are the key business areas? Actually, they're the same items.
56:58How does this relate back to the strategic plan?
57:03How does it relate to the external business systems in terms of operations, and what of the effect on organizational staff and roles?
57:13Let's talk about technology architecture. It has to align with business needs.
57:19This will define the technologies that are required to support your automation environment.
57:26Now, this gets very interesting as well. Last year, didn't even talk about this, but I'm beginning to see things occur...
57:32...where businesses are beginning to realize that IT expenditures are so high...
57:37...and that IT is not necessarily central to the function of their revenue stream, I'll say.
57:44So this is where we see the organizations beginning to leverage cloud-style approaches as well.
57:53Because their strategy, they realize, as we iron things out for IT, didn't necessarily align with what they do, right?
58:02So that three-segment thing again I mentioned earlier becomes very important.
58:06We shouldn't design for a segment that we can't support as we build a solution.
58:11Okay. So identify technologies that are critical.
58:16Now you would think that in a pure technical architecture discussion we would be able to get down to things like...
58:22...well, what do I want to use for my development platform? Well, that's part of the conversation, but this comes first.
58:31So how am I going to support company-wide connectivity?
58:33We should answer that question before we design to which type of web service standard we want, right?
58:40Okay, the integration of data and to complement existing integration. This looks very much the same again, right?
58:49But technical architecture will help with meeting business needs and system needs, okay, for reducing the costs of maintenance...
58:57...and the evolution--so for upgrades here, alright--if we've got a common technology architecture.
59:04And the notion of increasing reuse. Let's think about some topics real quick.
59:10The landscape itself, the to-be, may be different from what the as-is state is, okay?
59:17So this is where that arch of happiness that I talked about is so important to get that done.
59:24What is the application landscape that exists? Are there standards that exist already that we should adhere to? Right?
59:32And what are the future initiatives and goals?
59:34Again, you can pull a lot of future initiatives and goals out of your organization's strategic plan itself.
59:44Political landscape and governance, okay?
59:47Governance is a subset discipline of your corporate governance around IT, okay?
59:53It specifies decision rights. I love that phrase. Your governance specifies decision rights.
59:59The governance within your organization is going to denote who gets root or sys.
1:00:06Evaluate the plans, direct plans, for use of IT in support of your organization in monitoring capabilities.
1:00:15These have to align with plans, or you're not going to be able to fund the ways you're going to manage...
1:00:18...operate, and monitor your systems.
1:00:23Now, I have blurred-out words here and application names. Don't want to incriminate anyone.
1:00:35This is a really interesting diagram, and some of you in the back, this might be a good time to look up.
1:00:41What I've got here is a bunch of boxes, and ultimately, what I was doing here was just asking a number of business...
1:00:48...a number of organizations within a business what they do. Just what they do.
1:00:54I didn't care about J2EE versus EJB. I was just asking them what they did and looking for how it touched GIS.
1:01:04So I drew a box first, right, then I would name it based upon what they told me it was...
1:01:09...and then I would write within the box what are the systems that they use, pieces of technology to solve that need, that task.
1:01:20And this is an actual engagement, and we did this over the course of a couple days...
1:01:25...and what you see here coming around, the one thing that I did not blur out, is that says, "geodatabase." Right?
1:01:34We didn't start with GIS, folks; we just talked to the business, and ultimately...
1:01:38...we were able to draw all of these lines back to a single instance of a geodatabase. Okay.
1:01:44Now some of these applications have 24 by 7 uptime requirements, right, specific performance expectations.
1:01:58I think if we looked at the business first, we might not have a single instance of a single piece of technology...
1:02:03...supporting all of these mission-critical workflows.
1:02:09We did this by executing that strategy that we talked about so far today. Is that clear in its most simple way?
1:02:17Just asking the business what they do.
1:02:19Now we're able to go back, because this becomes our as-is state where we can identify gaps.
1:02:26Because I'll tell you, when we were talking to these folks, they were pretty unhappy with the way that the thing performed, okay?
1:02:35So I have this catchphrase--I always consider the geodatabase innocent until proven guilty.
1:02:40It's my job to figure out if it is guilty, right?
1:02:44And wow, how did I get to that? I thought this was a technology strategy discussion.
1:02:48Well, it's all interrelated, 'cause your strategy should involve building solutions and a system...
1:02:55...that supports the business in a way that they expect it to support the business.
1:03:01Okay, so with that, I'm going to--I'm going to...
1:03:05You guys want to see some actual technology and a way to document this process? Okay, let's do that.
1:03:11You're B? I need the mic? Yeah. Switch on. [Inaudible]
1:03:48Thank you, Andy. So you received lots of information that helps you create the strategy, but you know...
1:03:59...there are some specifics--specific artifacts that need to come out of the strategy.
1:04:06And one of it needs to be a guidance for solution architecture.
1:04:12So strategy needs to pave the road for how to approach the architectures. What are the artifacts?
1:04:20How do we...how would...what are the key steps?
1:04:23And fortunately, we follow the same steps according to TOGAF so there will be no difference.
1:04:30The only difference is the level of details.
1:04:33So we're going, in this part of the session, we're moving from the high-level strategy...
1:04:38...and we're going just a little bit below to address the architecture.
1:04:42But it's kind of the same thing except the different level of detail.
1:04:47So what we would like to show you is the System Designer.
1:04:52It's a tool, but behind the tool is a process, and it aligns very well with everything that Andy presented to you...
1:04:58...and also ties nicely to the TOGAF framework.
1:05:02So let me just give you a quick overview, first, of the tool and then a demo.
1:05:09So the tool helps you design a solution architecture.
1:05:13The number one thing that you could benefit is that it helps you gather the requirements.
1:05:18It's not just gathering requirements and having the forms, but it's designed as a wizard...
1:05:24...so it will actually guide you through this process.
1:05:26So it will kind of force you to complete, you know, one segment of your architecture before you move in...
1:05:34...and it also gives you the drop-downs, hints, what level of detail needs to be included.
1:05:41Perhaps at the strategy level you wouldn't be doing the design, but it's really good to know for you in charge of GIS strategies...
1:05:51...well, what are the level of details [that] are going into designs? What are the specific elements?
1:05:55So perhaps you will not be doing this, but it's good to check it out.
1:05:59What are your colleagues who will take your strategy, who will do...take your architecture...
1:06:04...what will they have to do to complete this design?
1:06:09And of course, one of the outcomes of your strategy will be capacity planning, yes?
1:06:14What is the total cost? How much hardware do we need to buy? How many licenses?
1:06:18You know, what partners or vendors? So absolutely the capacity is required.
1:06:24And again, we're not talking about the scientific calculation of the capacity, but how do we approach this?
1:06:30And you know, you will see later, I will show you, that we provide technology templates that will kind of give you...
1:06:35...you know, for a medium organization, you probably should be thinking about this range of hardware...
1:06:40...and that's how you can move on.
1:06:42And finally, reporting. It's very important because for large organizations, you will have lots of pieces of information.
1:06:49It will be continuously changing, and one thing that, you know, Andy mentioned last year...
1:06:54...the phrase that I keep using, "this will never be done; this will always be in the draft mode," yes?
1:07:00So it's very important that whatever we do, we need to make sure that we can easily revise and reuse and add and modify.
1:07:08And the chances are, by the time you're done, you know, with buying your new brand physical server...
1:07:13...your IT will tell you, Well, now we're going to virtualization, and then it will tell you, Well, now actually, we're going to Amazon.
1:07:20And just, you see how it is? And that's probably what's happening to you right now...
1:07:25...so it will never be done completely, therefore, it's a good investment.
1:07:32It aligns with TOGAF and all the steps that Andy was mentioning, so we start with the business architecture.
1:07:41And here we're touching on a little bit more details.
1:07:44Like in our case, in the System Designer, what does "business architecture" really mean?
1:07:50It cannot capture all of the processes at the enterprise level, but it can do really nicely identify where your users are...
1:07:57...where's your infrastructure so you can create a map like this, what are your business processes, users' workflows.
1:08:05And now we're going a little bit lower.
1:08:07We're not just calling this business workflows, but, you know, "printing map" is a business process.
1:08:14So you see that we're going from these high-level, abstract terms into GIS-specific operations.
1:08:23And it helps us go down with the design.
1:08:27There is some help with the data architecture.
1:08:30With application architecture, you will have all the drop-downs that will help you select the architect...
1:08:35...current technology offered by Esri. So we update these drop-downs.
1:08:42And as I mentioned earlier, capacity planning and deployment details.
1:08:47So that's just a quick overview of the tool.
1:08:50In addition to this, we are working on technology templates, and I think you would find this very, very helpful...
1:08:56...because sometimes you just want to open up a solution called, you know, Asset Management Flex Viewer application.
1:09:05Well, what does Esri mean by that? And you will have a Visio and a little bit of design and perhaps also the capacity planning...
1:09:13...so these things will definitely come handy.
1:09:18Okay. Just go back and show you very briefly alignment of the tool with the TOGAF...
1:09:25...and we tried to follow the same, the same framework.
1:09:28So we need to identify where the users are--are we global architecture? Are we centralized? Are we hybrid? Are we federated?
1:09:35...--and that will help you to capture this.
1:09:38Then when we go to the business architecture, we actually can capture specific user workflows.
1:09:42For example, is it the web or desktop?
1:09:45It's just a different elevation, different level of detail that we provide.
1:09:51Finally, it's the system architecture where we address application; attribute qualities; data; and finally, technology...
1:10:00...where we really need to specify what type of servers. Is it virtual? How are they connected? Where are the firewalls?
1:10:07You know, all sorts of things that we need to think about, how the system will actually be implemented.
1:10:15So I think we still have a couple of minutes. You know, if you can bear with me, I'd love to show you quickly this tool.
1:10:28Okay. So I'm not sure if you can see; I'll enlarge.
1:10:37So right here you will see my cursor.
1:10:40What I would like to attract your attention to, to this ribbon, and the ribbon is designed, you know...
1:10:47...based on the process you should follow when it comes to designing the architecture.
1:10:53So for example, the tool is designed to make the usability, not to reflect the alignment with the TOGAF.
1:11:04So if, for example, for some reason there is a reason why we are starting with the application...
1:11:11...you can come and you create an application, and we provide different drop-downs.
1:11:17And it just from the start, you have a sense of what application types are offered and related patterns by Esri.
1:11:27Then, you know, when you're done with this--excuse me. Oops. Okay.
1:11:40So we would follow this process, and you click on each side; for example, in Site, we define where they are located.
1:11:52We can provide geocoding, and--oops. I think I'm...this resolution is taking my space.
1:12:06And I think that one of the interesting parts would be software for you, so we define these different applications.
1:12:18For example, let's say how would we design web applications?
1:12:23We select Web Application, and the whole system is divided into tiers, so I will just go to the GIS Services tier...
1:12:33...and if you select that, you will have a different choices of our services.
1:12:40As you see, all these technologies, all these services offered by ArcGIS Server are available to you.
1:12:47And you're clearly not at design level, but you kind of have a sense of what's available, so you can just pick one.
1:12:55And at this point, you can just pick Map Service, representing the entire GIS...
1:13:01...and later, other people will split it into WCS and WMS and Image Server, so that's the idea.
1:13:09And of course, you know, with the hardware it's the same thing.
1:13:13We have different, different types of hardwares here but also specific servers...
1:13:22...so you can select different options, including Amazon.
1:13:30And probably the most useful at this level is this ability to use our models and view your design...
1:13:44...and it will produce Visio for you, and you can actually learn from that but also design your own and include it in your report.
1:13:56So we will switch, couple of more slides.
1:14:04So in a way, Andrew, it's a really useful way to design and document your current state and then use it to, leverage it to produce...
1:14:13...what that future state would be, and you can actually utilize it to model what it would look like from a performance perspective.
1:14:19Right? Just sort of tie it together there. Very, very interesting approach.
1:14:23Leadership likes to see this, 'cause they like to see what they're paying for.
1:14:28Thanks, Andy. We would just have couple of wrap-up slides.
1:14:33So for those of you who are interested, please send me e-mail or, you know...
1:14:38...the free [unintelligible] is available on the FTP site. It's right here.
1:14:45Free software... Yes. ...with this talk. Yes.
1:14:51If you're interested in this tool, we have another related session. It's at eight-thirty on Thursday.
1:14:57I will talk more about the architecture. And back to you, Andy.
1:15:03Okay. Oh, no, actually... Oh, we're good, yeah.
1:15:07So with that said, thank you.
Creating an Effective GIS Technology Strategy
Andrew Sakowicz and Andrew Hendrickson discuss how to plan for and incorporate an enterprise GIS into your existing business system.
- Recorded: Jul 12th, 2011
- Runtime: 1:15:11
- Views: 1462
- Published: Sep 21st, 2011
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