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Ea skills presentation

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The role of HR in developing and evaluating EA Skills …

The role of HR in developing and evaluating EA Skills
Tips & Techniques for developing EA skills 

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  • GERA defines the enterprise related generic concepts recommended for use in enterprise engineering and integration projects. These concepts can be categorised as:a) Human oriented concepts1) to describe the role of humans as an integral part of the organisation and operation of an enterprise and2) to support humans during enterprise design, construction and change.b) Process oriented concepts for the description of the business processes of the enterprise;c) Technology oriented concepts for the description of the business process supporting technology involved in both enterprise operation and enterprise engineering efforts (modelling and model use support).EEMs describe the processes of enterprise engineering and integration.An enterprise engineering methodology may be expressed in the form of a process model or structured procedure with detailed instructions for each enterprise engineering and integration activity. EMLs define the generic modelling constructs for enterprise modelling adapted to the needs of people creating and using enterprise models.In particular enterprise modelling languages will provide construct to describe and model human roles, operational processes and their functional contents as well as the supporting information, office and production technologies.GEMCs define and formalise the most generic concepts of enterprise modelling. Generic Enterprise modelling concepts may be defined in various ways. In increasing order of formality generic enterprise modelling concepts may be defined as:Natural language explanation of the meaning of modelling concepts (glossaries); Some form of meta model (e.g. entity relationship meta schema) describing the relationship among modelling concepts available in enterprise modelling languages; Ontological Theories defining the meaning (semantics) of enterprise modelling languages, to improve the analytic capability of engineering tools, and through them the usefulness of enterprise models. Typically, these theories would be built inside the engineering tools. PEMs(reusable-, paradigmatic-, typical models) - capture characteristics common to many enterprises within or across one or more industrial sectors. Thereby these models capitalise on previous knowledge by allowing model libraries to be developed and reused in a 'plug-and-play' manner rather than developing the models from scratch. Partial models make the modelling process more efficientEETs support the processes of enterprise engineering and integration by implementing an enterprise engineering methodology and supporting modelling languages. Engineering tools should provide for analysis, design and use of enterprise models EMs represent the particular enterprise. Enterprise models can be expressed using enterprise modelling languages. EMs include various designs, models prepared for analysis, executable models to support the operation of the enterprise, etc. They may consist of several models describing various aspects (or views) of the enterprise EOSs support the operation of a particular enterprise. Their implementation is guided by the particular enterprise model which provides the system specifications and identifies the enterprise modules used in the implementation of the particular enterprise system
  • Strategic Enterprise Management Entity (Type 1)defines the necessity and the starting of any enterprise engineering / integration effort.Enterprise Engineering/Integration Entity (Entity Type 2) provides the means to carry out the enterprise engineering efforts defined by enterprise Entity Type 1. It employs a methodology (Entity Type 5) to define, design, implement and build the operation of the enterprise entity (Entity Type 3).Enterprise Entity (Entity Type 3) is the result of the operation of Entity Type 2. It uses a methodology (Entity Type 5) and the operational system provided by Entity Type 2 to define, design, implement and build the products and customer services of the enterprise (Entity Type 4).Product Entity (Entity Type 4) is the result of the operation of Entity Type 3. It represents all products and customer services of the enterprise.
  • Transcript

    • 1. Presented by Louw Labuschagne
    • 2.      Louw is passionate about all aspects of information management and had the opportunity to act as strategist, architect, speaker, trainer, analyst, modeller and developer within this field over the past 16 years. As a leader, Louw places a high value on team work and expect all team members to take individual and collective accountability for delivery of work products. Louw have the ability to act as team member or team leader depending on what the situation requires. This has led to his promotion to team leader and practice manager on several occasions within organisations, while his ability to build strong relationships has made him a natural mentor or coach for team members. These project specific relationships have mostly transitioned into longer term personal and professional relationships that have outlasted the initial project origins. His personal interest in information management has led to Louw collecting, discussing and studying methods, techniques, practices and principles about information analysis, design and management and resulted in him being a subject-matter expert and consultant within the field. Organisational memory or knowledge management depends on people within the organisation sharing their experiences and moving tacit knowledge into explicit knowledge and using information structures to formalise it for the organisation. Louw understand this very well and have a natural strength of sharing, discussing and teaching others within his field of experience, while also being able to design and develop the platforms to manage this. Louw is also registered at the NMMU as a Ph.D. (Information Technology) student and is busy with research on defining the set of capabilities required by South African Enterprise Architecture professionals.
    • 3.    What skills are required by Enterprise Architecture professionals The role of HR in developing and evaluating EA Skills Tips & Techniques for developing EA skills
    • 4.    • • • No universally accepted definition of Enterprise Architecture (EA) “ Enterprise Architecture is the continuous practice of describing the essential elements of a socio-technical organization, their relationships to each other and to the environment, in order to understand complexity and manage change.” (Enterprise Architecture Research Forum, 2009) Preferred definition because : It addresses the representation, profession and process of EA Reference the ISO/IEC 42010:2007 standard Reference work published by John Zachman
    • 5. “ Enterprise Architecture is the continuous practice of describing the essential elements of a socio-technical organization, their relationships to each other and to the environment, in order to understand complexity and manage change.”  Complexity within an socio-technical organisation require understanding. socio-technical organization  Understanding of the complexity is achieved through describing the essential elements of the organisation and their inter-relationships sociotechnical organization  describing the essential elements their relationships to each other Relationships to the environment understand complexity The understanding is then used to manage enterprise change understand complexity  understand complexity manage change What are the essential elements of a socio-technical organisation?
    • 6. Enterprise Modelling Languages EMLs Utilise EEM PEMs EETs Support Used to build Enterprise Modules GERA Enterprise Engineering Methodology Implemented in Partial Enterprise Models Employs Support Enterprise Engineering Tools (Particular) Enterprise Models Used to implement (Particular) Enterprise Operational Systems Generic Enterprise Modelling Concepts GEMCs Human Concepts EMs EMOs Generic Enterprise Reference Architecture Process Concepts EOS IFIP-IFAC Task Force, 1999) Technology Concepts
    • 7. Life-cycle Phases Identification Concept Requirements Enterprise Engineering Project Enterprise Engineering Project Continuous improvement Project Preliminary Design Detailed Design Implementation Operation Decommission Decommissioning Project Time IFIP-IFAC Task Force, 1999)
    • 8. Zachman Professional Framework Zachman Enterprise Framework Methodology Entity (Type 5) Manufacturing Entity (Type 3) Identification Strategic Management Entity (Type 1) Concept Product: Enterprise Concept Requirements Product: Enterprise Design Engineering Entity (Type 2) Preliminary Design Detailed Design Construction Entity (Type 2) Implementation Product: Enterprise Installation Operation Zachman Product Framework Decommission Enterprise Product (Type 4) IFIP-IFAC Task Force, 1999) Manufacturing Entity (Type 3)
    • 9.   The Zachman framework is an ontology (Zachman, Concise definition) of a socio-technical organisation that is divided into six columns of communication interrogatives and six rows of reification transformations. Based on the Zachman framework the scope of the work of Enterprise Architects can be limited by mapping the GERAM entity types onto the Zachman framework and then identifying those concepts and components that relate to the Zachman Framework Row 3 System Logic. WHAT HOW WHERE WHO WHEN WHY STRATEGIST Scope Context EXECUTIVE LEADER Business Concept ARCHITECT System Logic ENGINEER Technology Physics TECHNITIONS Component Assembly WORKERS Ops Instance Classes Semantic models define business concepts Schematic models represent system logic Blueprint models specify technology physics
    • 10.    There are no knowledge areas or skills defined for Enterprise Architecture that are applied consistently within certification programs South African Qualifications Authority do not have a set of skills defined for EA Enterprise Architecture cannot fully develop into a professional discipline without a defined set of knowledge areas and skills
    • 11.   The skills frameworks listed below are used within South Africa as reference frameworks, but they are not aligned resulting in non-standard Enterprise Architecture role definitions. There is no clear definition or alignment of knowledge areas and skills across the following common frameworks: • • • • • • • TOGAF ITAC Cutter Consortium European e-Competency Framework Skills Framework for the Information Age IIBA IASA
    • 12.  TOGAF / ITAC   Cutter Consortium / Bredemeyer Skills Framework   http://www.sfia.org.uk/ IIBA   http://www.ecompetences.eu/ Skills Framework for the Information Age   http://www.bredemeyer.com/pdf_files/ArchitectCompetencyFramewo rk.PDF European e-Competency Framework   http://www.opengroup.org/ http://www.theiiba.org/AM/Template.cfm?Section=Home IASA  http://www.iasaglobal.org/iasa/Certification.asp?SnID=640126778
    • 13.  A skill is the ability to do something well; expertise  (Compact Oxford English Dictionary of Current English, 2008 ).  The word skilled is used to describe special abilities  (Compact Oxford English Dictionary of Current English, 2008 ).   A skilled Enterprise Architecture practitioner can be defined as a person with expert knowledge in all areas of Enterprise Architecture and the ability to apply this expert knowledge. To measure the knowledge of these practitioners, an effective assessment framework is needed.
    • 14. TOGAF certification: Level 1 exam = 40 questions in multiple choice format. Level 2 exam = 8 complex multiple choice scenario questions Three Enterprise Architecture Certification Programs Zachman certification: Completion of Zachman course material, workshop and multiple choice exam ITAC: Experience and skills based. Submit experience documentation and be interviewed by a panel in the UK.
    • 15. A Togaf Key Learning Point (Business Architecture): Knowledge of the Business Architecture is a prerequisite for architecture work in any other domain (Data, Application, Technology), and is therefore the first architecture activity that needs to be undertaken, if not catered for already in other organizational processes (enterprise planning, strategic business planning, business process reengineering, etc.).
    • 16. Question 1: Complete the sentence: Business Architecture is the first architecture activity undertaken since __________ A. B. C. D. E. it finalizes the Architecture Vision and Architecture Definition Documents it provides knowledge that is a prerequisite for undertaking work in the other architecture domains it focuses on identifying and defining the key applications used in the enterprise it mobilizes supporting operations to support the ongoing architecture development it defines the physical realization of an architectural solution
    • 17. The correct answer is B  Knowledge of the Business Architecture is a prerequisite for architecture work in any other domain (Data, Application, Technology), and is therefore the first architecture activity that needs to be undertaken, if not catered for already in other organizational processes (enterprise planning, strategic business planning, business process re-engineering, etc.).
    • 18. A TOGAF Key Learning Point (Business Architecture): A key step in validating an architecture is to consider what may have been forgotten.
    • 19. Question 2: Gap analysis is a key step in validating the architecture in Phase B: Business Architecture. Which one of the following statements is true? A. B. C. D. E. Gap analysis highlights the impacts of change Gap analysis can be used to resolve conflicts amongst different viewpoints Gap analysis highlights services that are available Gap analysis identifies areas where the Data Architecture needs to change Gap analysis highlights services that are yet to be procured
    • 20. The correct answer is E A key step in validating an architecture is to consider what may have been forgotten.
    • 21. From the Open Group’s Website: ? Why Certification “…individuals have the expertise and experience required to get the job done.” (The Open Group, 2010)
    • 22. Is this a good example of Business Architecture?
    • 23. The correct answer is… it depends
    • 24.  Blogs (Google Blog)  Wiki (Wikipedia)    Tagging / Sharing / Social Bookmarking (Flicr, YouTube) Micro blogging (Twitter) Real-time Collaboration (GoogleWave)  LMS (Moodle)  RSS
    • 25. Johnathan_Aris_Assessment_QA.p df
    • 26.   Contributing factor to RSA not achieving the targeted six percent growth rate (Erasmus & Breier, 2009). Highest demand for ICT professional skills include (IT Web, 2008): o o o o o o o  architecture , process management, business intelligence, knowledge management, business analysis, systems analysis, project management. Enterprise Architecture practitioners listed as top earners within South Africa in ITWeb Salary survey (IT Web, 2009).
    • 27.   Enterprise Architecture skills development programs in South Africa are required to alleviate the shortage of Enterprise Architecture skills. The limiting factor for training interventions can be summarised into two questions: What are the skills that practitioners require? PhD Study: A Skills Framework for Enterprise Architecture practitioners in South Africa How do we measure the skills of practitioners? Is this a skilled Enterprise Architecture practitioner? Validated Skills framework with assessment criteria PhD Study: A Framework for the assessment of Enterprise Architecture practitioners in South Africa

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