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Our understanding of the context and scope
Build a comprehensive application framework to address the entire application life cycle

Context:
• Sanofi launched a massive action to tackle technical obsolescence issues across all activities (STORM)
• STORM highlighted the underlying need to improve APM practices - of which technical obsolescence is one component
• R&D which to tackle this by setting up an Application Strategy Framework
• R&D large IT landscape(Over 600 R&D’s applications) & low capability to deal with it in a proactive fashion – cf. #obsolescence app
•  App landscape not monitored/drive proactively

Response
Process
Governance & tools

Understanding of your need :

• Pragmatic approach to assess Application landscape to improve APM management

Proposed scope of work

• Define an APM framework to assess application status in a continuous fashion
• Have to take into account current BCG works on R&D future IT capabilities (Business & Technical alignment over time)
• No direct link with STORM as of obsolescence is on of the framework dimension but may have some synergies
• Have to be scalable to overall Sanofi application landscape

2
Our convictions
Success relies in a combination of deep Sanofi and R&D understanding, pragmatic execution
and anticipation of technology fit

PROJECT CHALLENGES THE REASONS WHY WE WILL SUCCEED

Quickly leverage available internal assets and 1 INSIGHTS FROM INSIDE

assemble outputs from recent initiatives During the last 2 years of closed collaborations with Sanofi, we have been in
enabling to grow Sanofi application landscape unique position to see and co-produce full scope software maps, application
understanding description and perspectives on landscape transformation.

2 COORDINATION IN ACTION
Mobilize and navigate through a complex From a long-lasting relationship with the Group, we have acquired intimate
ecosystem of stakeholders (business, IT, Group, …) knowledge of Sanofi stakeholder ecosystem to be leveraged to assemble
to get comprehensive and trustworthy information the full application puzzle ; we demonstrated ability to mobilize them and
deliver major projects & programs.

Build a “tool for action”, with the appropriate

3 EFFICIENCY THROUGH EXPERIENCE
In specific Application Portfolio Management engagements or wider IT pre/post-
level of granularity and adapted qualification
deal contexts, we developed expertise in accelerated inventory and know
process to enable tomorrow’s application decision-
how to pragmatically activate the right models and assumptions to
making complete the picture and to support decision-making.

4
Our vision of framework design approach 1/2

VISION PROPOSED INITIATIVES ARBITRATION / EXECUTION

• Annual update of the 5 documents presenting • Proposal of initiatives to reach this target. • Arbitration of projects to be carried out in
the target information system • Checking & challenging annually the LPRs and SPRs via the demand management
• Sharing of the application architecture adequacy of ongoing projects with the target. process.
vision with relevant stakeholders. • Updating the effective project roadmap
according to the arbitrations delivered
5 deliverables to structure the target IS... ...defining future development projects... ...prioritized by the Business & Digital

Deliverables explaining the target

architecture vision

2. Target New global solutions

application projects
vision

3. Target
1. Sanofi’s technical Convergence projects Synthesis in the Presentation and
enterprise vision towards group solutions Business Application arbitration in LPRs and
architecture Roadmap SPRs
principles Deliverables from the IS
rationalization workshops Application
decommissioning projects
4. TIME
analysis • Updating the roadmap according to
Application obsolescence arbitrations.
5. Strategy for projects • Integration of validated projects into
dealing with the corresponding portfolios.
obsolescence
5
Confirm scoping Run the
applications
through the
framework

Analyze results Define projects Integrate projects

in portfolio

6
 7
Our vision of framework design approach 2/2

Key features:
• Framework output should provide information on the application’s status but also on its expected status changes
For instance: the framework indicates at point in time obsolescence is to be expected
• The framework should include some guidelines on input’s sources and how they are to be refreshed (Frequency, method).
Similarly, the framework must outline how outputs are to be integrated in the roadmap design and matched with the
capability model

• The framework defines precisely what are the practical implications of the TIME status;
For instance, an application under “tolerate” status still have to be maintained

Other observation

• Alignment with IT capability model currently under development

 8
Our work assumptions & questions

• R&D architecture already principles exist and can be relied upon

• What does the future visioning scope entail ?

• Do target application and technical vision already exist ?
• Has the visioning defined what applications are to be maintained ?

Digital :: Internal Use Only

 9
TIME framework

Leanix
VIR Notes:
• There seems to be a consensus on the fact that no one-size fits all approach can
be used for business value assessment. The evaluation has to be performed
individually per application by business and digital to attribute a rating.
• Conversely, the technological fit can often be assessed based on the same criteria
for all as seen in the example below

Example of technology fit assessment criteria

Analyze your application portfolio information Assess your

application portfolio by gauging its business criticality,
functional, and technical fit. In LeanIX you can rate these
categories from 1 to 4.
Business criticality is rated from 1, meaning tolerable, to
4, which identifies a mission-critical application.
Functional fit can be described as “unreasonable,”
“insufficient,” “appropriate,” or “perfect.”
Technical fit focuses on whether there is a need to replace
services, software or hardware concerning business
requirements today and in the near future (see Figure 3)

Digital :: Internal Use Only

 10
TIME

Introduction to time framework: purpose in the context of APM and lifecycle management

Application criticality TIME Quadrant

Arhictecure principles

Business fit
Business fit

Technical fit

Technical fit

Application criticality
A framework with clear remediation approaches
We will work with Digital & Business stakeholders to define the target scenario to remediate
obsolete applications (based on the context of each business application)

rnization
ation & tech mode
Level of transform

Remediation actions to be considered at business application level

Approach Tolerate Decommission Upgrade Migrate Transform

Description No action is taken. Rationalize/ decommission Resolve the obsolescence Migrate the application to Transform or replace the
Obsolescence risk is accepted. (eliminate the obsolescence issue through technical the cloud, or to another application with a new
This could be an option if risk issue by getting rid of the upgrades. platform. solution (with functional
is contained or the impact application. e.g., if the impact for the business)
On-premise remediation Typical Cloud migration
limited (e.g., if the application application is not used, or if it which inherently address the
actions such as OS patching, options:
is not a risk, not connected to can be replaced by another obsolescence issue.
OS upgrade, Database • Relocate (lift & shift)
the enterprise network). one)
upgrade. • Rehost Examples:
A tech modernization action • Replatform • iShift (replace aging SAP
Not always possible as it may • Refactor
will be required at some stage systems with a modern
have knock-on impact on the • Retain (=Leave)
but could be postponed, in future proof ERP platform)
software running on them • Retire (=Decommission)
favor of other higher priority
(question of forward/ • Repurchase (=Transform)
actions.
backward compatibility)

Budget Budget owned by

N/A Budget owned by STORM program
Owner Transformation initiatives

Governance
Obsolescence governance & reporting (priority management, obsolescence remediation tracking, etc.) managed by STORM program
& oversight

11
Our proposal for the framework design timeline
A planning split in two parts to design the framework and test it on Sanofi’s R&D landscape
1. Scoping and definition framework 2. Framework run on applications sample
(4 weeks) (4 weeks)

January February March

S03 S04 S05 S06 S07 S08 S09 S10

Kick-off Intermediary APM Final APM

framework framework and
presentation analysis results
1.1. Mission initialization presentation
       
2.2. Data collection scoping
  1.2. Architecture    & kick-off  
principles validation
       

1.3. APM framework definition 2.1. Data collection and follow-up

       

       
2.1. Data analysis and initiative design

Restitution
       

       
Phase 1 Deliverables Phase 2 Deliverables Project

LEGENDE
Steering
 Kick-off meeting prestation  Data collection template committee
Committee
 Project purpose and scope  Application portfolio inventory (weekly)
 Confirmed architecture principles for R&D APM  Sampled applications analysis outcome Interviews Workshops
 APM Framework  APM Framework reviewed
 13
Our Credentials, a solid track record to be leveraged
Our team has accumulated a highly relevant experience on application management strategy

Utilities Pharmaceutical

ENTERPRISE ARCHITECTURE DEFINITION OF A PROCESS SELL SIDE CARVE-OUT BUY SIDE INTEGRATION
VISION FOR BUSINESS TO CALCULATE APPLICATION Within an overall context of 90+ Assistance to define IT
PROCESSES TCO TSA creation, KPMG provided an integration plan post closing and
ARCHITECTURE/ A process to calculate the cost of assistance to the inventory of TSA exit: analysis of application
Cartography of existing and
INVENTORY KNOW-HOW target application defined for all an application based on a more than 550 applications projects (ongoing, planned and
core business processes and collaborative approach satisfying (EMEA/Canada), including new ones) to build a consolidated
enterprise architecture principles stakeholders implied, to ensure technical and financial associated structured plan considering all
declined by business activity savings for sponsoring new data possible synergies
programs

IT ASSET MANAGEMENT AND SELECTION AND ITFM TECH SCOPING,

RATIONALIZATION DEPLOYEMENT OF A LEAN SELECTION AND
Design and implementation of PPM SOLUTION DEPLOYMENT SUPPORT
APM, TECH SCOPING AND common practices through global Choice of a tool based on Helping the client to aggregate
TOOL SELECTION community in order to manage IT concrete experimentation and data sources and transform them
assets in an uniformized manner, Implementation of an agile dynamically, in addition to
using centralized data portfolio management tool & providing the IT and financial
connection with operational teams with user-friendly
team's tool dashboards.
 14

Support – framework US
 15
Integrating EOL and VM throughout the technology
life cycle capabilities
Technology Life Cycle Management
RELEASE & RUN / OPERATE MONITOR & MANAGE &
IDEATE PLAN DEVELOP BUILD TEST
DEPLOY IMPROVE GOVERN

Strategy Portfolio Mgmt Design & Testing

Integration Release Management Service Resiliency & Performance Financial
Management (Product / Services) Prototype
Continuity Monitoring Management
Product Selection & Build & Configure Deployment
Innovation Testing Practices Software Asset Event Logging,
Prioritization Standards / Patterns Management
Management Detection & Report Ecosystem
Market, Competitor Management
Package & Artifact Deployment Management
& Technology Trends Requirements / Service Request Diagnosis &
Backlog Management Management Architecture & Management
Service / Product Feedback
Customer Orchestration Human Capital
Engineering Interaction Management
Experience Design Resource Capacity Build Metrics Continuous
Change Control & Management Improvement
Management
Leadership Risk Analysis Organizational
Algorithm Build Incident Management Service Level
Requirements (System) Capacity & Change Management
Availability Management Environment Management
Ways of Working
Principles
A comprehensive approach is needed Provisioning Problem Management Data Quality
Enterprise Architecture Governance, Risk,
to address technology vulnerability Deployment Security and Compliance
Business Demand Security Operations
and EOL
Relationship
Knowledge IT Communications
Management Hardware Asset
Management Management
Initial focus is required on Management
Configuration (Master) Data
certain core capabilities Management Management Project & Program
Management
(representative) API & Interface
Management
Algorithm
Management
 16

Approach – Managing Technology Currency

Managing technology currency is a constant balance between risk, performance, and cost that is rooted in IT
Operations disciplines and takes advantage of advance technologies.

Achieve technology
Automation
concurrency to drive value
Lifecycle across the organization:
Mgmt.

Improved IT
Data & insights operational efficiency

Predictable &
Balancing
optimized IT spend
Risk, Continuous
Governance
Performance
Consumer-centric Currency
& Cost approach
Right-sized and
current IT footprint
As-code

Continuous management
Risk &
of risk, compliance,
Compliance
cost and performance
Orchestration
 17

Managing Technical Debt via IT Asset Management

Proper mitigation and management of Technical Debt can be accomplished through IT Asset Management, or
ITAM. ITAM is all about the data. The information that a mature ITAM program creates, enriches, and maintains
becomes the fuel that powers the business and exposes opportunities and weaknesses throughout the
organization.
— Entitle Users to SW/HW — Better financial and contractual modelling
— Reuse assets — Link assets to warranty — Enable TBM & TCO Modelling
— Link Financial records to Operational assets — Enrich EOL/EOS data — Expose automation opportunity
— Control financial classification
— Software Entitlement vs
IT Asset Lifecycle Deployment metrics for
license compliance
Acquire/ Receive/ Optimize
Comply
— Enterprise view of asset and Build Entitle R
CI information ec
la
im — Normalize/standardize data
De — Enable orchestration
Design pl
— Consider needs of the business oy Control — Enable IT GRC and Sec Ops
— Expose available assets for use Re
— Align Policy with business strategy tir
e
— Support Chargeback
Plan Dispose Track — Expose data quality issues
Manage
— Collect SW deployment detail
— Model CapEx vs OpeEX spend — Manage support and warranty
— Support demand management
— Buy vs Build modelling — Fixed Asset updates — Location attributes for
— Support ITSM
— Security & EPA compliance Tax/Insurance reporting
— Update Status for Depreciation processes

Regular audits help to maintain proper ITAM processes and empower the organization to avoid Technical Debt