EA and BA with Generic Baseline
Upcoming SlideShare
Loading in...5

Like this? Share it with your network


EA and BA with Generic Baseline

Uploaded on


More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads


Total Views
On Slideshare
From Embeds
Number of Embeds



Embeds 428

http://prozessmanagement-blog.ch 193
http://peoplecentereddesign.blogspot.com 144
http://peoplecentereddesign.blogspot.co.uk 35
http://peoplecentereddesign.blogspot.com.au 29
http://www.blogger.com 17
http://translate.googleusercontent.com 2
http://www.facebook.com 2
http://peoplecentereddesign.blogspot.ch 1
http://peoplecentereddesign.blogspot.be 1
http://www.businessprocessincubator.com 1
http://peoplecentereddesign.blogspot.ae 1
http://peoplecentereddesign.blogspot.ca 1
http://peoplecentereddesign.blogspot.pt 1

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 1. Lisa Martinez
  • 2.  To enable a global model which wecan compare any organization oragency against To Enable Innovation Using Design Thinking with Systems Elicit Buy In from Decision Makers andInfluencers To accelerate iterate and implementphases on a global scale
  • 3.  Integrate and simplify theEnterprise and BusinessArchitecture to produce value. To better manage and monitor ourobligations with our employees, suppliersand customers. Allowing the organization to be efficientand effective Moving to a service managementmodel Allowing social responsibility as acompetitive advantage Maturing to predict versus respond andreact Allowing the best us of technologyadvances Better use of our assets to focus on ourpartners both internal and external Allowing sustainable development Responding to natural disasters andtargeted threats Allowing innovation without slowingdown our run the business models. Enabling sustainable development
  • 4. Setup of party recordsemployee, customers, suppliersSetup of item offer recordshardware, software and serviceSetup of financial account recordscompanylocationdepartmentgeneral ledgerproject subaccountsIncludes create, read, update and archive responsibility for use intransactional systemsAccording to global or real world rules based on corporate liabilities
  • 5. Executives• Context• TypesBusinessManagers• Concepts• Inventory’sArchitects• Systems• LogicEngineersTechniciansEnterpriseUsers• Physics• Specificationmodels• Components• Implementers• Users• Notivation
  • 6.  Enterprise Architects Decompose the Zachman Tool Executive Perspectives Row 1 Identification of Context Scope Context Business Management Perspectives Row 2 Definitions of Concepts Business Concepts Architects Perspectives Row 3 Systems Logic Designers System Reference Models Engineers Perspectives Row 4 Business Physics Builders Technology Physics Technician Perspectives Row 5 Business Component Implementers Tool Components and Configuration ModelsRow 6Enterprise“Users”
  • 7. A single userRetailFinancialMay haveacquired loansfor Home orvehicleFederalmay be aservice personPrivateSectorPublicSectorRow 6 Enterprise Users as a citizen first and then an employee or agent
  • 8. The interactions and event records created as a result ofinputs/outputs performed during activities.The ability to attain fact based performance measuresfor employees, leadership and the enterprisestakeholders.In order to meet all obligations across the enterpriseinto your suppliers, customers and the associatedmeasures of quality according to real world definitions.The ability to recover from a disaster or targeted attackagainst the organization or agency.
  • 9. Executives – Present thevalue proposition on behalfof the first two rowsBusiness Managersperspective and guide basedon corporate policiesPhase 1 Sustainable andGeneric limited to coresystem functionality• Systems• Logic
  • 10. Row 3 Architect Perspectives
  • 11. 1. DesignStrategy andVision• Leaders worktogether to preparethe plan and designthe strategyroadmapCorporateFinance• Do we have the rightexpenses planned inthe right timeline todeliver the strategyHumanResources•Do we have theresources weneed to deliverthe strategyPlan, Design and Implement
  • 12. 2. DesignProducts andServices•Engineering3. Market andSell Productsand Services•Marketing•Sales4. Buildproducts andservices•Operations5. Supportproducts andservices•Delivery•TechnicalServicesBusiness Process with Functional Resource Types1. DesignStrategy andVision• Leaders worktogether toprepare the planand design thestrategyroadmapCorporateFinance• Do we have theright expensesplanned in theright timeline todeliver thestrategyHumanResources• Do we have theresources weneed to deliverthe strategy
  • 13. Communication Approach
  • 14. Relationships and Dependencies
  • 15. ExecutivesBusinessManagersArchitects Engineers Technicians UsersCustomersUsersSuppliersUsersEmployeesUsersZachman Row 6 to The Enterprise “users”Principle 3 PeopleISO 9001Principle 1CustomersISO 9001Principle 2LeadershipISO 9001Principle 8 MutuallyBeneficial SupplierRelationshipsRows in ZachmanTool v.3
  • 16. Row 1 Executives Column 3 Distribution Types
  • 17. 1. Design Strategy andvision2. Design offersproduct and services3. Market and Sellproduct and services4. Build products andservices5. Support productsand servicesExpenseTransaction• Plansstrategy• AllocatesbudgetsExpenseTransaction• BuildsOffers• DevelopsdistributionExpenseTransaction• EnableRevenue• InitiatesforecastRevenueTransaction• RecognizeRevenueRevenueTransaction• OffsetRevenue• FuturesCostRow 6Employees andstakeholdersMotivationRow 2LeadershipConceptsRow 1ExecutivesContextExecutivesBusiness Manager1Business FunctionUsers 1Business FunctionUsers 2Business Manager2Business PartnersDistribution andChannelsRow 1 Executives Column 1 WhatCapability Inventory TypesParty Management CapabilitiesItem Offer Management CapabilitiesFinancial Management Capabilities
  • 18. reducetheplanincreasestheincome•Customer•Partners•EmployeesRevenueFast Lane•Financial Sponsors•Distribution Sponsors•Federal Sponsors•EmployeesRevenueMiddle Lane•Customers – Enterprise•Employees•Innovation Offer TrialsRevenueSlow LaneIncreasesIncomeZachman Row 3 System logic and concept entitiesEntityRelationshipsColumn 1ProcessRepresentationColumn 2DistributionLocations andconnectionsColumn 3by investmentplanResponsibilityRoles and WorkActivitiesColumn 4•New Supplier•Employee•Innovation OfferTrialsExpenseSlow Lane•OEM Supplier•Approved Supplier•Employee•AcquisitionExpenseMiddle Lane •Supplier (preferred)•EmployeeExpenseFast LaneTimingInternal andMovementColumn 5MotivationEnd and MeansColumn 6
  • 19. Public CloudsFast LaneHybrid CloudsMiddle LanePrivateCloudsslow lane
  • 20. Practictioner Business Architect Guild -Tools 1 Page Value Stream
  • 21. Desired End StateQuality Management Principle 1: Customer Focus•Effective alignment with the customer expectation and needs for operational excellenceo Increased effectiveness in the use of the organizations resources to enhance customersatisfaction.o Improved customer loyalty leading to repeat business.•Increased revenue and market share obtained through flexible and fast responses to marketopportunities.Customer Focus Threats• Inconsistent understanding of the customer needs and expectations.• Inability to align the objectives of the organization with customer needs and expectations systemically.• Communicating customer needs and expectations throughout the organization.• Measuring customer satisfaction and acting on the results.• Systematically managing customer relationships.• Ensuring a balanced approach between satisfying customers and other interested parties (such asowners, employees, suppliers, financiers, local communities and society as a whole).ISO 9001 QualityManagementPrinciple 1 CustomerFocusTouchless Ordering Revenue Reporting
  • 22. Leadership (Employees) Threats•Considering the needs of all interested parties includingcustomers, owners, employees, suppliers, financiers, local communities and society as a whole.•Establishing a clear vision of the organizations future.•Setting challenging goals and targets.•Creating and sustaining shared values, fairness and ethical role models at all levels of the organization.•Establishing trust and eliminating fear.•Providing people with the required resources, training and freedom to act with responsibility andaccountability.•Inspiring, encouraging and recognizing peoples contributions.Desired End StateQuality Management Principle 1: Leadership•People struggle to understand and often lack the evidence to get motivated towards the organizationsgoals and objectives.•Unable to execute activities nor ensure they are evaluated, aligned and implemented in a unified way.•Miscommunication between levels of an organization will be minimized.•Unable to acknowledge corporate policies therefore definitions for enterprise business data reportshigher than expected data quality defect impacting the customer and operational effectiveness.ISO 9001 QualityManagementPrinciple 2LeadershipIndustry standardsmeasure all associatedmanagement activitiesStakeholderManagement
  • 23. People Involvement Symptoms• Motivated, committed and involved people within the organization.• Innovation and creativity in furthering the organizations objectives.• People being accountable for their own performance.• People eager to participate in and contribute to continual improvement.Desired End StateQuality ISO 9001 Quality Management Principle 3 People Involvement•High Percentages of People lack a clear understanding of the importance of their contribution and role inthe organization.•The concept of open communication hasn’t been realized by having open and constructive conversationsabout constraints and barriers with their direct manager.•People lack accountability and rarely show behaviors that they accept ownership of problems and theirresponsibility for solving them.•Few people effectively evaluate and fail to define their own personal goals and objectives and often havenot defined them in a manner to measure performance against them.•People lack the motivation to actively seek opportunities to enhance their competence, knowledge andexperience.•Barriers to communication prevents the effective exchange of ideas and rarely do peers have bi-directionalsharing of knowledge and experience.0ISO 9001 QualityManagementPrinciple 3 PeopleInvolvementEngaged andMotivatedEmployeesEffective Measuresagainst goals
  • 24. Mutually beneficial supplier relationships• Inability to build relationships that balance short-term gains with long-term considerations.• Inability to exploit expertise and resources with partners.• Inconsistent methods used to identifying and select key suppliers.• Inconsistent forms of communication without clarity and open lines of communication.• No long term planning discussions or sharing of goals.• Silo-ed development and improvement activities.• Lack of a motivation and reward system for attainment of improvements or achievements by suppliersDesired End StateQuality Management Principle 8: Mutually beneficial supplierrelationships• Increased ability to create value for both parties.• Leverage supply chain• Flexibility and speed of joint responses to changing market or customer needs and expectations.• Optimization of costs and resources.ISO 9001 QualityManagementPrinciple 8 Mutuallybeneficial supplierrelationshipsExpenseManagementStrategic SupplierRelationships
  • 25. Process Approach to Sustainable Development•People re-create and re-define activities outside their authority removing the capability necessary to obtain a desiredresult.•Lack of responsibility and accountability for managing key activities.•Subjective methods used to analyze the same global capabilities as management activities.•Few connected interfaces decoupling the business rules degrading the operational effectiveness and integrity of keyactivities within and between the functions of the organization.•Inability to identify the problem rather than symptom required to invest accordingly in the resources, methods, andmaterials that will improve key activities of the organization.•Significant gap in the methods used to evaluate risks, threats, consequences and impacts of activities oncustomers, suppliers and other interested parties.Desired End StateISO Quality Management Principle 4: Process Approach• Lower costs and shorter cycle times through effective use of resources.• Lifecycle relationships enable a predictive connection between electronic records for seamless access to business criticalresources• Investments produce and improve by execution of consistent and predictable results.• Focused and prioritized improvement opportunities to enable global deliveryQuality ManagementSystemTransactional Sub-SystemsRun Time Dynamic StateInteroperability ReplicationBusiness and TechnologyRecovery and recordretention strategy
  • 26. In Progress
  • 27. UnderstandEnterprise is a system• Zachman• DemmingObserveUsers design patterns• People•Employees• Leaders•Suppliers•CustomersPrototypeTools• Insight Maker Models• Debate Graph Models• Prezi Visual Guides• Facebook Pages• Mind MapsVisual Aides• Caccoo DiagramsSynthesisParty ManagementA static system BusinessManagement SystemParty Management• Employees• Suppliers• CustomersFinancial ManagementEntities - DistributionLocationsTimingEnterprise as a System - Design Thinking
  • 28. Iterate Acquire Funding Plan, Design Offers Collaborate Within Organizations Within Agencies Pilot a STEM program with IndustryLeaders MESA School students Re-Entry Programs Security ISO 27000 Social Responsibility 26000Implement Build Workforce Skillset Build Partner Development Cloud Providers Build Public Managed Service Offers Build Private Managed Service Offers
  • 29. GlobalAudienceConsumersRegisteredUsersPublic SectorRegulatorsGuest UsersCustomersEntitledUsersSuppliersAuthorizedUsersEmployeesAuthenticated UsersEnterprise Social Design Patterns for Cyber SecurityITEM OFFERDataInformationKnowledgeContentProviderSaaSContentAcquisitionIaaSContentQuality andMonitoringPaaS