MODUL PERKULIAHAN

Presentasi Arsitektur
Enterprise (Case Study)

Pertemuan-15

Fakultas Program Studi Tatap Muka Kode MK Disusun Oleh

15
Ilmu Komputer Sistem Informasi Ariyani Wardhana

Abstract Kompetensi
Infrastruktur E business Mahasiswa mampu menjelaskan
hasil aplikasi pengembangan
arsitektur enterprise dan e
business
 The Walt Disney Company
Enterprise Architecture Overview

Steven P. Davis, VP IT, Walt Disney Studios

steve.davis@disney.com

WRAF Disney Architecture Page

2005 Council
 What is “The Walt Disney Company”

Revenue Business Segments

Media Group
Domestic Licensing Walt Disney World
& Soft/Hard Goods Disneyland Resort
International Film Disney Stores Disneyland Paris
Distribution Japan
Home Video Hong Kong
Music Group
Miramax
IS/IT Governance

Structure Strategic
Finance International Segments
Planning

Corp I.S. Leadership Team

CIO - TWDC CIO Direct Reports

CIO Board I.S. Executive Team Participants

Architecture Council
Segment LoB IT Leaders/Stakeholders
Virtual CTO CIOs
Wider Executive IT
Chairperson
Leadership
Segment Reps
Strategic Strat Planning, Legal
Sourcing
Others, e.g., New Business
Alignment Council
Technology Annual Rotation & PMO

Corp I.S Initiatives

Form and disband as required

Shared services, e.g., Technical Advisory Policy & Standards Company-wide

Messaging, Help Desk, Teams Advisory Teams
File & Print Project Teams
Web Infrastructure PDA’s
Corporate Wide Software Tools Messaging Collaboration & Directory Services
Applications VTC Global Help Desk
Desktop Standards
PDA’s
WRAF 2005 Disney Architecture Council Page 3
 Enterprise Architecture

The Mission

 To guide the transformation of the company’s IT organization so that

it can quickly and effectively respond to opportunities and emerging
threats, gain a strategic advantage over competitors, and improve
profitability by increasing revenue and decreasing operating costs.

WRAF Disney Architecture Page 4

2005 Council
 Importance of Architecture

The Winchester “Mystery House”

•160 Rooms • 47 Fireplaces

•6 Kitchens • 10,000 Windows
•Gas Lights • Intercoms
•65 Doors to Blank Walls
•13 Staircases Abandoned
•24 Skylights in Floors
Builders = 147 Architects = 0

$5.5 Million Total Cost Over 38 Years

Vision of a state-of-the-art abode…

…built without a “blueprint”…
Winchester House Workforce, 1884

…yields inhospitable results

Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS
The Winchester “Mystery House”

•160 Rooms • 47 Fireplaces

•6 Kitchens • 10,000 Windows
•Gas Lights • Intercoms
•65 Doors to Blank Walls
•13 Staircases Abandoned
•24 Skylights in Floors
Builders = 147 Architects = 0

$5.5 Million Total Cost Over 38 Years

Vision of a state-of-the-art abode…

…built without a “blueprint”…
Winchester House Workforce, 1884

…yields inhospitable results

 Everyone was Well Intentioned!

Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS
The Winchester “Mystery House”

•160 Rooms • 47 Fireplaces

•6 Kitchens • 10,000 Windows
•Gas Lights • Intercoms
•65 Doors to Blank Walls
•13 Staircases Abandoned
•24 Skylights in Floors
Builders = 147 Architects = 0

$5.5 Million Total Cost Over 38 Years Architecture can enable the

Vision of a state-of-the-art abode… business and promote continued growth…

…built without a “blueprint”… Heroics are not sustainable!
Winchester House Workforce, 1884

…yields inhospitable results

Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS
 Enterprise Architecture Overview

Example for The Walt Disney Studios

 Many modern systems not designed with the Internet in mind

 New future business models to enable, e.g., expansion of
self service, digital media
 Need to drive down operational costs to protect against revenue
erosion
 Business Value – Architectural Strategy A Case Study

Many systems key to the Studio business are currently used by a small number of
individuals who actually act as “human proxies” between these systems and organizations
they “serve”

Theater “Hold” or “Final” Core Business

Sales Manager
Operators Placed via Fax, System
(human proxy)
Phone, or E-Mail (ShowBiz)
Business Value – Architectural Strategy A
Case Study
Why not this?
(services-based
Additional
architecture/layer) Systems / Services

Coarse-Grained In/out
Fine-
Gr
ai
ne
d
In/

Theater “Hold” or “Final” Services-based Core Business

Operators Placed via Fax, Layer Systems
Phone, or E-Mail (ShowBiz++)
or Web Browser,
or other interface Inside &
(assume almost any UI) OUTSIDE
Document-based, agile, flexible
WRAF Disney Architecture Page
2005 Council
 Business Value – Architectural Strategy
A Case Study
First, theatre operators to BVPD

AMC Regal Loews Famous Others

Disney
Self service, value add, labor reduction
 Theatre Operators to More Distributors

AMC Regal Loews Famous Others…

Disney Warner Bros Universal Sony Others…

More work, too hard, lost value

 Aggregated 3rd Party Site

AMC Regal Loews Famous Others

theatrical-distribution.com ?

Disney Universal Sony

Warner Bros
Build upon Federation Patterns
 PDA/Telephon
Focus on self service anywhere Cross segment e and Other
Cross business unit Emerging
External partners Devices
Think 3rd Party Sites! Think beyond the Browser!

Coarse-Grained Interfaces In/out

Services Based Layer

Focus for new investment
Documents Catalogs/CacheOrchestration Process Workflow

Fine-Grained Interfaces In/out

Core Business Systems

Focus away from UI
 Business Value – Architectural Strategy

Guiding Architectural Principles

 Focus Core Business Systems (transactional) systems on fine

grained interfaces, high domain knowledge – move away from
owning the user interface (presentation layer), move from identity
to role based authorization, and compensation capable.
 Invest in new “Services Based Layer” to insulate transaction
systems and provide for future scalability, flexibility, self service
 Encourage adoption of coarse grained document based
interfaces out of the service layer, loosely coupled (easy to
change)
 Prepare for adoption of standard documents for orchestration with
business and external trading partners
 Consider “end game” of presentation layer – support but not own
 Move toward Common User Interface Standards both within
Disney and across industries
Guiding Architectural Principles

 Focus Core Business Systems (transactional) systems on fine

grained interfaces, high domain knowledge – move away from
owning the user interface (presentation layer), move from identity
to role based authorization, and compensation capable.
 Invest in new “Services Based Layer” to insulate transaction
systems and provide for future scalability, flexibility, self service
Ability to
 Encourage adop“tmionakoef rciogahrts”e grained document
based interfaces out of the servtichee lraeyseurl,tlsooofsealy
coupled (easy totransaction
change)
 Prepare for adoptiownitohfosuttandard documents for
orchestration with business and extinertnearvl etrnatdioinng
partners
 Consider “end game” of presentation layer – support but not own
 Move toward Common User Interface Standards both within
Disney and across industries
Guiding Architectural Principles

 Focus Core Business Systems (transactional) systems on fine

grained interfaces, high domain knowledge – move away from
owning the user interface (presentation layer), move from identity
to role based authorization, and compensation capable.
 Invest in new “Services Based Layer” to insulate transaction
systems and provide for future scalability, flexibility, self service
 Encourage adoption of coarse grained document based
interfaces out of the service layer, loosely coupled (easy to
change)
 Prepare for adoption of standard documents for orchestration with
business and external trading partners
 Consider “end game” of presentation layer – support but not own
 Move toward Common User Interface Standards both within
Disney and across industries
Guiding Architectural Principles

 Focus Core Business Systems (transactional) systems on fine

grained interfaces, hTihgeh domain knowledge – move away from
C o o r d in a t io n o f
owning the us long
e r running
i n te r fa c e (p r esentation layer), move
from identity
to role based aturtahnosraizcattiioonns, and compensation capable.
spanning days,
 Invest in new “SerwveiceekssB, ased Layer” to insulate transaction
systems and provide for fumtuornethscsa. lability, flexibility, self
service
 Encourage adoption of coarse grained document based
interfaces out of the service layer, loosely coupled (easy to
change)
 Prepare for adoption of standard documents for orchestration with
business and external trading partners
 Consider “end game” of presentation layer – support but not own
 Move toward Common User Interface Standards both within
Disney and across industries
Guiding Organizational Principles

 Organize IT teams along activity, i.e., Core Business

Systems, Services, Orchestration and Presentation.
 Maintains current Core Business Systems teams, focus them on
providing fine grained services, i.e., transactional and liberation of
application functionality.
 Create new Services Layer infrastructure team as new
organization with focus on documents, catalogs, process,
workflow, caching; breakdown by (Enterprise – Segment -
Business).
 Create new Orchestration Layer Team to focus on 3rd
party aggregation, document standards, proxy activity
reduction.
 Create new Presentation Layer Team (DEP and DIG) to focus
on browser and other multi-channel deliveries, e.g., telephone,
converging devices.
 Business Value – Architectural Strategy

• Proxy based example: “Discovery” of desired information and services

“Hi, I’m trying to track down box office info,
can you help me?
Where can we get box office infomration? “I would give BVPD a call, they track
domestic grosses.”
I think they have that at the Studio? “Thanks.”

“Hi, I’m trying to track down box office info,

can you help me?
“Yes, that’s handled by Marc Laffe, let me
transfer you.”
“Thanks.”

“Hi, Marc, we’re trying to get some box

office data, can you help us out?
Desire on the part of another “Yes, what exactly are you interested in?”
segment to discover if the “Domestic box office, but just the cume on a
information they need is film by film basis.”
available already in the “Yes, we have that, I’ll email you some
company. How do they find it example reports, let me know what works
for you.””
now?
Through trial and error and
significant use of human proxies.

WRAF Disney Architecture Page

2005 Council
 Business Value – Architectural Strategy
• Proxy based example:
Where can we get box office infomration?
I think they have that at the Studio?
Desire on the part of another
segment to discover if the
information they need is
available already in the
company. How do they find it
now?
Through trial and error and
significant use of human proxies.
WRAF
2005
“Discovery” of desired information and services
“Hi, I’m trying to track down box office info,
can you help me?
“I would give BVPD a call, they track
domestic grosses.”
“Thanks.”
“Hi, I’m trying to track down box office info,
can you help me?
“Yes, that’s handled by Marc Laffe, let me
transfer you.”
“Thanks.”
“Hi, Marc, we’re trying to get some box
office data, can you help us out?
“Yes, what exactly are you interested in?”
“Domestic box office, but just the cume on a
film by film basis.”
“Yes, we have that, I’ll email you some
example reports, let me know what works
for you.””
Likely to require a custom electronic point to
point interface, agreement from business
executives to share, large time
investment…
Disney Architecture Page
Council
 Business Value – Architectural Strategy

• Proxy based example: “Discovery” of desired information and services

“Hi, I’m trying to track down box office info,
can you help me?
Where can we get box office infomration? “I would give BVPD a call, they track
domestic grosses.”
I think they have that at the Studio? “Thanks.”

“Hi, I’m trying to track down box office info,

can you help me?
“Yes, that’s handled by Marc Laffe, let me
transfer you.”
“Thanks.”

“Hi, Marc, we’re trying to get some box

office data, can you help us out?
Desire on the part of another “Yes, what exactly are you interested in?”
segment to discover if the “Domestic box office, but just the cume on a
information they need is film by film basis.”
available already in the “Yes, we have that, I’ll email you some
company. How do they find it example reports, let me know what works
for you.””
now?
Through trial and error and
significant use of human proxies.
…scenario is potentially occurring thousands
of times and continuing to repeat itself
ad infinitum…

WRAF Disney Architecture Page

2005 Council
 Business Value – Architectural Strategy

• Proxy based example: “Discovery” of desired information and services

Disney Search
Where can we get box office infomration? Domestic Box Office

I think they have that at the Studio? Search Now

Search results….
Studio Information Services
BVPD Domestic Box Office Services

BVPD Domestic Box Office Services

Alternative is to leverage National Box Office

search from the Portal and Cumulatives Daily Box Office
discover existing available Estimate
services.
And so on…
User discovers resource
through searching and drill This is value add of services based
down. layer, liberating trapped functionality
of core business systems.

WRAF Disney Architecture Page

2005 Council
Business Value – Architectural Strategy
Reduction of Proxy Activity

PDA/Telephon
Cross segment e and Other
Focus on Cross business unit Emerging
self service External partners Devices
anywhere
Think 3rd Party Sites! Think beyond the Browser!

Coarse-Grained Interfaces In/out

Services Based Layer

Focus for new
investment Documents Catalogs/Cache Orchestration Process Workflow

Fine-Grained Interfaces In/out

This value Core Business Systems

proposition lives
Focus awhaeyre with the
from U I
re d uction of
proxy
activity.
Business Value – Architectural Strategy
Coarse Grained Interfaces Guidance

Document holds state and metadata for user interface

LLisist toof LLisist toof

fSSeervrviciceessAAvvaail
ialabblele
I’Im’minintetereressteteddi
nin, ,ppleleaassee
cchheecckkoonnee: :
 Domestic Box Office
 International Box Office
 Product Rights
 Home Video Sales
fSSeervrviciceessAAvvaailialabblele
I’Im’minintetereressteted
dinin, ,ppleleaassee
cchheecckkoonnee: :
XML updated presentation  Domestic Box Office
layer  International Box Office
 Product Rights
 Home Video Sales

Sent to: Joe

Sent to: Joe Somebody,
Somebody, authenticated
authenticated

Outbound Document Information

Business Value – Architectural Strategy
Coarse Grained Interfaces Guidance
Services Inbound Document
Information Services
Document holds state and metadata for user interface

<<InInfoformrmaatitoionnSS
eervrviciceess>> <InformationServices>
<<ItIetemm>> Li s t of Se r v i c e s A va i la
L i st of S e r v i c es A v a i <Item>
<<TTeexxt>t> b l e
l a b le
<Text>
DDoommeesstitcicBBoo Domestic Box Office
xxOOfffifcicee I’m in t e r e s t e d in ,
pl I’m
e a isn et e r e s t ed i n
, p l e a se </Text>
<</T/Teexxt>t> ch e c k on e :
c h e ck o n e: <Selected>Y</Selected>
<<SSeelelecctetedd>><</  Domestic Box Office </Item>
S/Seelelecctetedd>>  International Box Office
<</I/tIetemm>>  Product Rights <Item>
<<ItIetemm>>  Home Video Sales International Box Office
InInteternrnaatitoionnaal XML updated presentation layer </Item>
lBBooxxOOfffifcicee …
Sent to: Joe
<</I/tIetemm>> Somebody,
…… authenticated <User>
<User> Joe Somebody
Joe Somebody </User>
</User>

Inbound Document
Outbound Document Information Services
Information Services
Document holds state and metadata for user interface

<<InInfoformrmaatitoionnSS
eervrviciceess>> <InformationServices>
<<ItIetemm>> Li s t of Se r v i c e s A va i la
L i st of S e r v i c es A v a i <Item>
<<TTeexxt>t> b l e
l a b le
<Text>

Enabler is Common
DDoommeesstitcicBBoo Domestic Box Office
xxOOfffifcicee I’m in t e r e s t e d in ,
I’m i n t e r e s t ed i n
check </Text>
pl e a s e check one:
<</T/Teexxt>t> one:
, p l e a se <Selected>Y</Selected>
<<SSeelelecctetedd>><</
User Interface
 Domestic Box Office </Item>
S/Seelelecctetedd>>  International Box Office
<</I/tIetemm>>  Product Rights <Item>
XML updated presentation
 Home Video Sales layer International Box Office
<<ItIetemm>>
InInteternrnaatitoionnaal

speciall y f or
lBBooxxOOfffifcicee
<</I/tIetemm>> < /Item >
Standards
3rd
e …
party aggregation
Jo e
Sen t to:

… Somebody, …
authenticated
…
<User> <User>
Joe Joe Somebody
Somebody </User>
</User>
 Inbound Document
Outbound Document Information Services
Information Services
 Business Value – Architectural Strategy
Document Architecture Guidance

Guidance for Document Based interfaces

Metadata should include valid lists (leverage XML schemas?):

<Sex>
<Value>Male</Value>
<ValidValues>
<Value>Male</Value>
<Value>Female</Value>
<Value>Unknown</Value>
</ValidValues>
.
.
</Sex>
Guidance for Document Based interfaces

Metadata should include helpers:

<Customer>
<Value>xxxxx</Value>
<ValidValues>
<Helper>http://webservice.com/customerhelper</Helper>
</ValidValues>
.
.
</Customer>
Guidance for Document Based interfaces

Metadata should include labels and simple validations (again leverage in XML schemas?):

<Sex>
<Value>Male</Value>
<Label>Sex</Label>
<Properties>
<Required>True</Required>
<ReadOnly>False</ReadOnly>
.
.
</Properties>
.
</Sex>
 The Role of The Architect

• Engaged at Project Discovery

• Ensures alignment to the Master Plan Strategies of

Company, Segment, and Business Unit

• Owns technology choices and promotes compliance with

Enterprise Architecture Framework

• Coordinates with other Architects both internally and externally

WRAF Disney Architecture Page

2005 Council
Segment/Business Unit Architecture

Project Review Process

PAR revised to reflect Variance Approved
Strategic systems directions Review w/: Based on
CIO, Requestor, Justification
Architect
o h ris
it e
l Ar
Strategic e
ch
e Sc it.
t
tr
u F
atr ra
oje m
e
ct gi/ e
Tactical w
Dis D
cov
Ar Bir rk
o
ue
ery c si +
c T
h n
ti e
i o c
n h
t n
S ol
e o
st
E g
c y
n D
t mt e
Ae ci
rr si
R cp o

WRAF Disney Architecture Page

2005 Council
 n Core? t
Frame NO o
works
P Varian
N r ce
YES o
Approv
Aligned? O c
e ed
e Based
d on
Justific
O ation
K
YES

directions Re
view
w/:
roje TDF
ct Owne
alig r,
CIO,
ned Request
to or,
refl Architect
ect
TD
F
sta
nda
rds
and
WRAF Disney Architecture Page
2005 Council
 Segment/Business Unit Architecture
The ProjectProject
“Building Code” Metaphor
ReviewReview PAR revised to Variance Approved
reflect
Strategic systems Review w/: Based on Justification
directions CIO, Requestor,
Architect

NO
Strategic
Context
Sector/BU-set StCraittyegic
YE
Project “BMusaisnteessr Aligned? S
SPylastne”m
Discovery
S e rcvhiicteecstu&re
A r

Architect S/tDriaretectgioyn
Role OK to
Proceed
Enterprise Archit. Core?
Cit
Framework YE
y +Codes”
“Building S
Func t i o n a l iotgyy&DeLciiasbioinlity
T e c h n o l
Tactical Frameworks
Context
Enterprise-set
NO

WRAF Disney Architecture Page

2005 Council
 standards and directions Review w/:
TDF Owner,
CIO, Variance Approved
Requestor, Based on
Architect Justification

WRAF Disney Architecture Page

2005 Council
 Enterprise Architecture Institutional Approach

Business Processes
EXTEND & LINK

Suppliers Employees Customers

GOVERN & MANAGE IT INVESTMENT Enterprise Architecture cannot

rationalize, leverage, maximize, succeed without a governance
aggregate structure to promote and fund
the “common interest”

Application Portfolio

ERP Collaboration … Publishing CRM

Enterprise Architecture is the

ARCHITECT & INTEGRATE Glue that holds Applications
simplify, standardize, modularize, and Infrastructure to a
integrate common destiny

Infrastructure
Infrastructure
Platforms Network …
Core Services Management

WRAF Disney Architecture Page

2005 Council
 Enterprise Business Process Framework Application Portfolio Cross Reference
Create &
Perform Plan &
Level 0 manage Market Sell Manage Manage & Manage Manage Manage Manage Manage
order manage
products, products products & supply support finances & human Informatio physical support
processes services, & services services
manageme
chain ops cust.
performanc
accounting resources n assets services
nt e
media resources
Establish &
Establish & Create &
Perform Perform Develop Monitor Process administer Acquire
Capture manage manage Provide legal
research & market sales plan Plan external financial HR policies & physical
orders customer enterprise services
design analysis & quotas environ-ment trans-actions employee assets
relationships data architecture
Level 1 Develop
Manage
Create & Plan &
Manage Create & Maintain Provide
Prototype Perform Manage customer employee manage
processes products
marketing
sales orders
Source
interface infra-
manage manage recruiting & infrastructure physical security &
plan business plan budgets training & operations assets safety
structure
Create/manage Manage Provide &
Implement Provide Evaluate Dispose of Perform
product/ Manage cash compensatio manage
marketing Make information & business physical admin.
service /media & liquidity n & benefits software
plan training results assets functions
information solutions
Manage
Initiate & Administer Perform
product/ Manage health, safety Provide user Maintain
manage Analyze & project
service/medi Deliver customer & security support & facilities
improvement report results programs management
a inquiries training operations
lifecycle s

Manage service Plan & Manage labor Manage

Return & support manage operations share-
delivery taxes holders
Manage
Procure employee Perform risk
goods & communic- management
services ations
Manage
Manage 3rd employee &
party community
obligations relations

• Media • BxB Marketing • Point of Sale • Catalog Order • Supply • Customer • Operational • Financial • Labor • Document • Asset Mgmt • Costume Mgmt
Application Asset
Mgmt.
• Marketing
Automation
• Online Sales
• Merchandise •
Mgmt.
Advertising/
Chain
Planning
Relationship
Mgmt./ Call
Data Store
• Forecasting
Transactions
• Budgeting
Forecasting, Mgmt.
Scheduling, & • Authentication
•
•
Project Mgmt.
Legal
examples • Broadcast/ • Campaign Licensing Billing Mgmt. • Warehouse Center/ & Planning Deployment • Reporting • Risk Mgmt
Traffic Mgmt. • Reservations • Licensing Mgmt. Customer • Operational • TimeTracking Tools
• News Room • Ticketing Order Mgmt. • Supply Service Reporting and
• Credit Card Chain • Guest Data Compensation
Processing Mgmt. • Guest Claims • General HR
• Contract Mgmt. • Food & • Recruiting
Beverage
Supply
Chain

Front of House Back of House

WRAF 2005 Disney Architecture Council Page 35

 Enterprise Business Process Framework Application Portfolio Cross Reference
Create &
Perform Plan &
Level 0 manage Market Sell Manage Manage & Manage Manage Manage Manage Manage
order manage
products, products products & supply support finances & human Informatio physical support
processes services, & services services
manageme
chain ops cust.
performanc
accounting resources n assets services
nt e
media resources
Establish &
Perform Perform Establish & Create &
Monitor Process administer Acquire
research & market Capture manage manage Provide legal
Plan external financial HR policies & physical
design analysis orders customer enterprise services
environ-ment trans-actions employee assets
relationships data architecture
Level 1 Prototype
Develop
Perform Manage
Manage
Create & Plan & manage
Manage Create & Maintain Provide
marketing customer employee manage
processes products
plan
sales orders Source
interface infra-
manage budgets recruiting & infrastructure physical security &
business plan training & operations assets safety
structure
Develop Create/manage Provide &
Implement Manage cash

N
sales plan product/ Provide Evaluate Manage Perform

ue
& liquidity

o
& quotas marketing information & business compensatio manage admin.
service /media
plan software

Uniq
information M training results n & benefits functions
solutions
Manage
product/ Analyze & Administer Perform
report results health, safety Provid
service/medi & security Disp project

n ti
a ake programs management

g
lifecycle

rentia g
e user ose of

Df
support & physical
Initiate & Plan &
Manage
manage M an

Differen
Deliver customer manage
improvement

n
inquiries taxes
s age

ti ati n fe
share-
Man a Procure holders
Mana
goods &
R e services ge Perform risk
management
Manage 3rd
party
obligations
labor
• Media • BxB Marketing • Point of Sale • Catalog Order • Supply • Customer • Operational • Financial • Labor • Document • Asset Mgmt • Costume Mgmt
Application Asset
Mgmt.
• Marketing
Automation
• Online Sales
• Merchandise •
Mgmt.
Advertising/
Chain
Planning
Relationship
Mgmt./ Call
Data Store
• Forecasting
Transactions
• Budgeting
Forecasting, Mgmt.
Scheduling, & • Authentication
•
•
Project Mgmt.
Legal
examples • Broadcast/ • Campaign Licensing Billing Mgmt. • Warehouse Center/ & Planning Deployment • Reporting • Risk Mgmt
Traffic Mgmt. • Reservations • Licensing Mgmt. Customer • Operational • TimeTracking Tools
• News Room • Ticketing Order Mgmt. • Supply Service Reporting and
• Credit Card Chain • Guest Data Compensation
Processing Mgmt. • Guest Claims • General HR
• Contract Mgmt. • Food & • Recruiting
Beverage
Supply
Chain

Front of House Back of House

WRAF 2005 Disney Architecture Council Page 36

 Cross Reference Across Business Units Identify Leverage Opportunities and Cost
Create &

Manage Inform- ation resource s

MarketSellPerformManageManage products productsordersupply&
Plan & manage perform- ance Manage human
manage products, services, media Manage finances & accntg. ManageManage physic
&&manage-chainsupport servicesservicesmentopscust.
resource s
assets serv

WDW $x.x $x.x $xx.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $xx.x
P&R

DLR $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x
WDI $x.x $x.x $x.x $x.x $x.x $x.x $x.x
T

DLP $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $xx.x
Total $x.x $x.x $xx.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $xx.x

ABC Network $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $xx.x
Media Networks

ESPN $x.x $x.x $x.x $x.x $xx.x

ABC Cable $x.x $x.x $x.x $x.x
ABC Radio $x.x $x.x $x.x
ABC TV stations
BVTV $x.x $x.x $x.x $x.x
WDTVI
Total
$xx.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $xx.x

BVG $x.x $x.x $x.x $x.x

DCP $x.x $x.x $x.x $x.x $x.x $x.x
DCP – Int’l $x.x $x.x $x.x $x.x $x.x $x.x $x.x
DDM $x.x $x.x $x.x $x.x $x.x $x.x $x.x
Disney Pub. $x.x $x.x $x.x $x.x $x.x $x.x
Merch. Lic. $x.x $x.x $x.x $x.x $x.x $x.x $x.x
Disney Store $xx.x $xx.x
Total $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $xx.x $xx.x

$x.x $x.x $x.x $x.x $x.x

BVI
Studio

BVHE – Int’l $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x
BVHE – NA $x.x $x.x $x.x $x.x $x.x
Filmed Ent. $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x
Total $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $xx.x

Corporate $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x $x.x
Corp

Tomorrowland $xx.x $xx.x

$x.x $x.x $x.x $x.x $x.x $x.x $x.x $xx.x $x.x $x.x $x.x $x.x $x.x $xx.x
Total
Grand Total $xx.x
$x.x $xx.x $x.x $x.x $x.x $x.x $xx.x $x.x $x.x $x.x $x.x $xx.x $xxx.x

$xx.x $xxx.x
WRAF Disney Architecture Page
2005 Council
rence Across Business Units Identify Leverage Opportunities and Cost

Create & manage products, services, media Manage

Market products & SellPerformManageManagePlan
services & productsordersupply&manage
ManageManage
Inform-ManageManage ationphysicalsupport resourceassetsservices
&manage-chainsupportperform- servicesmentopscust.ance financeshuman & accntg.resource
s
s
WDW
TP&R

DLR
WDI
DLP
Total

ABC Network
Media Networks

ESPN
ABC Cable
ABC Radio Governance of IT investment can be aligned around business process owners.
ABC TV stations
BVTV
WDTVI
Total

BVG
DCP
DCP – Int’l
DDM
Disney Pub.
Merch. Lic.
Disney Store
Total This analysis reveals costs by business process and informs
where the IT investment is focused, business unit cross
BVI reference reveals leverage opportunities
Studio

BVHE – Int’l
BVHE – NA
Filmed Ent.
Total

Corporate
Corp

Tomorrowland
Total
Grand Total

WRAF Disney Architecture Page

2005 Council
rence Across Business Units Identify Leverage Opportunities and Cost

Create & manage products, services, media Manage

Market products & SellPerformManageManagePlan
services & productsordersupply&manage
ManageManage
Inform-ManageManage ationphysicalsupport resourceassetsservices
&manage-chainsupportperform- servicesmentopscust.ance financeshuman & accntg.resource
s
s
WDW
TP&R

DLR
WDI
DLP
Total
ABC Network
Media Networks

ESPN
ABC Cable
ABC Radio
ABC TV stations Governance of IT investment can be aligned around business process owners.
BVTV
WDTVI
Total
BVG
DCP
DCP – Int’l
DDM
Disney Pub.
Merch. Lic.
Disney Store

Business Process Owners and Governance

Total

Methodology needed to manage investment and guide

BVI
Studio

as-is and to-be states

BVHE – Int’l
BVHE – NA
Filmed Ent.
Corporate
Total
Corp

Tomorrowland
Total

Grand Total

WRAF Disney Architecture Page

2005 Council
Enterprise Architecture – Infrastructure Approach

WRAF Disney Architecture ouncil Page

2005 C 40
 Enterprise Architecture Model

Enterprise Architecture Model Framework

WDW IT Architecture

Enterprise Architecture Security

Application Architecture

Data Architecture

Development Architecture

Technical Architecture

WRAF Disney Architecture Page

2005 Council
 Technical Architecture Layers

Enterprise Architecture Sec

uri Core Services
Application Architecture ty
Data Architecture
Development Architecture
Technical Architecture Infrastructure Management
Technical Architecture
Layer
• The Technical Architecture layer
describes the collection of
network, hardware, infrastructure
management and core services
components that comprise the Platforms
computing environment.

• It describes how various physical

components are joined together
and how they are effectively
managed through enterprise-wide
Network
processes.

WRAF Disney Architecture Page

2005 Council
 Technical Architecture Components

Core Services
Messaging & Collaboration Services Content Delivery Network Services
Directory Services Workflow Services
File & Print Services Database Services

Infrastructure Management
Business Continuity Backup/High Availability/ Disaster R
Network / System Management
Capacity Management Change Management Data Center Facilities

Platforms

Servers & Mainframes

Technical Architecture Client Devices Storage

Network

Wireless / Mobile Video / Broadcast

LAN/MAN WAN Telephony

WRAF Disney Architecture Page

2005 Council
 Technology Decision Framework Review

Technology Decision Framework Characteristics Definition

Planning Horizon

Emerging Under Eval Core Declining

• New • Recognized • App • End of life
technologies strategic value roved • Out of favor
• Driven by • Sanctioned standard
the market • Non sustainable
• Prioritized • Proven
• Potential • Vendor risk
• Under • Sustainable
business • Cost escalating
formal • Strategicall
value • Migrating
review y sourced
• High risk away from
• Published • Focus for
• Unprove results training and • No
n forthcoming cast new
technology development implementations
• Not approved
for deployment defined
• Enterprise
scope

Specialized
• Defined justified unique business case

WRAF Disney Architecture Page

2005 Council
 EA Infrastructure Approach:TDF Maintenance Process

Operating Model
TDF Review  To include both current and
Next Review Based on predicted TDF
Technology Cycle Set Lifecycle  Strategic sourcing is involved
Lifecycle SMEs meet  Position or white paper
Plans in working explaining choices
Updated committee SMEs nominated by Architects
Strategic Sourcing Involvement
Gaps
assessed by TDF Marketplace TDF Owner Duties
Segments Lifecycle for TDF
reviewed  Monitor industry trends
 Establish Lifecycle
Published in Review Timeframe
Enterprise Categories  Organize and facilitate
Architecture Updated SME meetings
Framework  Respond to requests to put
Ratificaton Suggested
by A/C products Under Evaluation
implementation
approach

WRAF Disney Architecture Page

2005 Council
 Development Dynamics

In House
 Unique and differentiating

 Transfer within industry model

Commercial
 Maintenance fee model
 Shrink wrap

There are big differences based on environment

and approach…

WRAF Disney Architecture Page

2005 Council
 Development Dynamics

In House Commercial
Dynamic In House Transfer Maintenance Shrink Wrap

Market Type Highly Vertical Vertical Vertical / Horizontal Highly Horizontal

Market Size Business Unit Small community Thousands Millions

Initial
Value Driven – 1-2
Milestone/Budget, Feature Set driven
Release Cycle Milestone/Budget releases per year –
iterative – stability – stability at release
stability at release
after release

User base drives for

more complete QA, QA extremely
Propinquity and
Controllable defects release cycle important, long
user base allows for
QA from existing provides beta cycles, feature
more risk (all
release opportunity – tend set held, QA until
releases are beta)
to cut features for ready (temporal)
release

Defects best
Defect corrections Defect corrections Defect correction addressed by
Support –
can be deployed in can be deployed in rolled into 1-2 service releases,
Defects
short cycles short cycles releases per year significant testing
required

WRAF Disney Architecture Page

2005 Council
 Development Dynamics

In Ho use Commercial
Dynamic In House Transfer Maintenance Shrink Wrap

Highly evolved
Less formal at target Must be formal to approach –
Can be less formal
Support – General but contracted from capture issues for knowledge bases –
since scope is small
provider cost reduction scope of user base
supports cost

Risk dictates level of Formal during Varies but typically

Change Control Strict formality
formality transfer phase highly formalized

User population Service release /

Less formal with Less formal with
Enhancements dictates formal Major release
short cycles short cycles
process formality

Feature Set Iterative Iterative Temporal Market driven

WRAF Disney Architecture Page

2005 Council
`

Development Dynamics

The Lines Blur....

In House

 Visual interface no longer customer point of contact –

self test button concept
 Internal leverage requires more rigor in development
process - need to move towards more commercial
capabilities
 Services may extend beyond the organization –
how to support and interact?
 Market size (number of customers) doesn’t lend itself
to beta / release candidate cycles
 Need to build with remodel in mind
`

The Lines Blur....

Commercial

 Need to allow direct integration into product lines –

especially for federated identities
 Market will force interchangeability of software
components
 Silver bullet mentality replaced with evolutionary
change
`

Daftar Pustaka
1. DR Indrajit Eko Richardus, Electronic Commerce Strategi dan konsep bisnis di dunia maya,
APTIKOM, 2002
2. Scott A. Bernard . (2012).An Introduction to Enterprise Architecture . 03 th Edition.
Authorhouse. Bloomington. ISBN: 978-1-4772-5800-2 .
3. I Putu Agus Eka Pratama, (2015), E-commerce, E-business dan Mobile Commerce,
Informatika
4. Glenn Hostetler, (2009), Web Service and SOA Technologies by Glenn Hostetler,
Practicing Safe Tech
5. Gustavo Alonso, Fabio Casati, et. al, (2004), Web Services: Concepts, Architectures and
Applications, Springer
6. https://www.scribd.com/document/186411051/Disney-Enterprise-Architecture

2018 Arsitektur Enterprise dan E Business

51 Ariyani Wardhana., S.T., S.Kom., MM
Pusat Bahan Ajar dan eLearning
http://www.mercubuana.ac.id