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Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
Diagnosis and Corrections of  Enterprise Dis-orders
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Diagnosis and Corrections of Enterprise Dis-orders

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Diagnosis and Corrections of Enterprise Dis-orders -Sunil Dutt Jha keynote presentation Architecture World 12

Diagnosis and Corrections of Enterprise Dis-orders -Sunil Dutt Jha keynote presentation Architecture World 12

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  • 1. Diagnosis & Corrections of Enterprise Dis-orders Sunil Dutt Jha Chief Enterprise Architect & CEO, iCMG @sunilduttjha Architecture World 2012 blogs.icmgworld.com Enterprise Architecture Firm
  • 2. What’s plan for 60 minutes? Application Human Rationalization Anatomy Enterprise Anatomy Disaster Disorders Recovery Business Process Diagnosis Improvement & Corrections Science behind the enterpriseArchitecture World 2012 Enterprise Architecture Firm
  • 3. Typical human dis-ordersArchitecture World 2012 Enterprise Architecture Firm
  • 4. Every human being is different, yet follow a common structure…The human bodyconsists of biologicalsystems, that consistof organs, thatconsist of tissues,that consist of cellsand connectivetissue. Architecture World 2012 Enterprise Architecture Firm
  • 5. Body disorder & corrections - how it works in healthcare?X-ray Diagnosis Surgery Success - Team Human Anatomy Basis of analysis, diagnosis and treatment Architecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 6. Enterprises are at different stages medical attention Tooth ache New born Blood transfusionIn the ambulance Operation Theatre Having a blast Architecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 7. Enterprises have injuries. Let’s look at some of the problemsIT Applicationrationalization Business Process Isolate duplicate Expanding Improvement processes business Minimize friction New among stakeholders product Optimize IT Outsourcing Cost savings Can’t measure Architecture World 2012 http://www.iCMGworld.com progress Enterprise Architecture Firm
  • 8. 1. Application Rationalization Definition: There are too many Application doing more or less same thing. Reason: 1. Home grown apps to optimize department needs without consideration for enterprise 2.Multiple subsidiaries allowed to create or buy their own apps 3.Acqusition & Merger Symptoms: -Output data/ results are out of sync -Same data is getting processed multiple time -Wastage of human resources -Cost overheadsArchitecture World 2012 Enterprise Architecture Firm
  • 9. List of x-rays needed to address the App Rationalization1.Dependency of apps on each other2.Dependency between Apps and the interfaces3.Apps being used in different locations4. Data model corresponding to each app?5. User Interface (Screens) to apps mapping6. What are the key business rules and the appsautomating those rules?7. Which business processes are being automated bywhich app?8. What are the key requirements being implementedby which app?9. Who are the users and where are they (location)?10. Which business function uses the app?11. How does App is responsible for meeting thestrategy of the organization?12. How does App responsible for meeting the strategyof the organization?Total Architecture World 2012 Enterprise Architecture Firm
  • 10. Efforts needed to create a scan for screening and investigation Docs Format Time Stakeholders12 different docs. Typical 4 formats It could take Multiple stakeholders, difficult to get hold ofmainly composite Word, PPT, Excel, around 35-40 them, some of them weeks to create concepts PDF the necessary docs might have left the org. 35 weeks to create the necessary scan. It’s a time consuming procedure. As a result, diagnosis gets delayed, which in turn delay the treatment ( solutions). Architecture World 2012 Enterprise Architecture Firm
  • 11. How did we go about doing it? Step 1 Identify the cells: Review of Excel sheets, ppts for existing info Step 3 create the Step 2 create the basic composite: primitives: Construction of models, One-to-one interactions composites with business owners, IT owners, questionnaire, templates etc. Step 4 Diagnosis: Traceability, Step 5: Relationship matrix,Report, suggestions, Gap analysis prototypes Architecture World 2012 Enterprise Architecture Firm
  • 12. Identify the cells responsible for the problem 1 2 3 4 5 6 7 8 9 10 11 12 13 14Architecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 13. Check if the necessary composites are in placeThis needs minimum 9 horizontal integration and 8 vertical transformation Architecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 14. How did we go about doing it? Step 1 Identify the cells: Review of Excel sheets, ppts for existing info Step 3 create the Step 2 create the basic composite: primitives: Construction of models, One-to-one interactions composites with business owners, IT owners, questionnaire, templates etc. Step 4 Diagnosis: Traceability, Step 5: Relationship matrix,Report, suggestions, Gap analysis prototypes Architecture World 2012 Enterprise Architecture Firm
  • 15. What’s primitive in Zachman Framework?1. “primitives” are single variable element 4. This ignorance has serious ramification, as within a cell. several Enterprise Architects & business2. These single variable element within cell process experts are building composite integrated with another single variable models and hard binding multiple concepts element of another cell resulting in a together in their Architecture making it “composite”. brittle.3. It’s important to have independent variables and then integrating the variables across each Row to create composites Architecture World 2012 Enterprise Architecture Firm
  • 16. Sample composite 1Architecture World 2012 Enterprise Architecture Firm
  • 17. Let’s look at the business objective, let’s identify the various interrogatives implicit in the statement… “To become World Market Leader inTelecom Software & services in terms of Revenue in 3 yearsArchitecture World 2012 Enterprise Architecture Firm
  • 18. Let’s look at the business objective, let’s identify the various interrogatives implicit in the statement… “To become World Market Leader in Telecom Software & services in terms of Revenue in 3 years S 3 years Leader N $ S global Revenue Leader$ S 3 years 1 N 2 A D 3 global 4 5 6 Revenue Architecture World 2012 Enterprise Architecture Firm
  • 19. Sample business process diagramArchitecture World 2012 Enterprise Architecture Firm
  • 20. Identify the business process primitives 1 2 3 4 5 6Business ProcessModel – Is the input key (data) likely toelements change? Architecture World 2012 Enterprise Architecture Firm
  • 21. Optimizing the business process – select from multiple targets1 2 43 Architecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 22. Transition plan from current document format to enterprise models – 3 step processSTEP 1 - Extract the primitive and composite from the existing docsSTEP 2 – Organize the models into the framework cells STEP 1 STEP 2 Architecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 23. Managing transition to the enterprise wide primitive modelsEnterprise models are static, Models are “live”, real outdated, point in time time, provides necessary Architecture World 2012 http://www.iCMGworld.com scan for diagnosis & corrcetionsEnterprise Architecture Firm
  • 24. How did we go about doing it? Step 1 Identify the cells: Review of Excel sheets, ppts for existing info Step 3 create the Step 2 create the basic composite: primitives: Construction of models, One-to-one interactions composites with business owners, IT owners, questionnaire, templates etc. Step 4 Diagnosis: Traceability, Step 5: Relationship matrix,Report, suggestions, Gap analysis prototypes Architecture World 2012 Enterprise Architecture Firm
  • 25. Creating the models - enterprise wide ( multiple departments) 1 2 3 4 5 6 7 8 9 10 11 Marketing Sales Business Legal Finance Engineering HR Information Purchase Quality Admin Development TechnologyStrategy Strategy Strategy Strategy Strategy Strategy Strategy Strategy Strategy Strategy Strategy StrategyModel Model Model Model Model Model Model Model Model Model Model ModelBusiness Business Business Business Business Business Business Business Business Business Business BusinessModel Model Model Model Model Model Model Model Model Model Model ModelSystem/ System/ System/ System/ System/ System/ System/ System/ System/ System/ System/ System/Solution Solution Solution Solution Solution Solution Solution Solution Solution Solution Solution SolutionModel Model Model Model Model Model Model Model Model Model Model ModelTechnology Technol Technol Technol Technol Technol Technol Technol Technol Technol Technol Technol ogy ogy ogy ogy ogy ogy ogy ogy ogy ogy ogyModels Model Model Model Model Model Model Model Model Model Model Model Architecture World 2012 Enterprise Architecture Firm
  • 26. Enterprise wide – 11 departments focus and areas of improvementSMAP Strategic Plan & Performance Indicators Areas of improvement Purchase 4 2 Admin Information Technologies + Contracts + Facilties Services 9 Sub functions, 77 + Suppliers + Inventory Management + Procurements 4 16 64 + Tendering 11 Corporate & Management Legal & Compliance Sales & Marketing + BoD + Audit + Account Management + Strategy + Compliance + Information Security 9 + Advertising + Brand 9 2 + Internal Control + Business Development + Regulatory Laws + Call Center 7 + Legal + Marketing Campaigns + Risk Management + Online Public Relations + SOX 27 + Sales 37 + External Requirements + Telesales Quality Improv ement & Innov ation Human Resources Finance & Accounting + Benchmarking + Development & Counselling + 1Accounts Payable 13 16 + Data Quality + HR Department + 2-Accounts Receivable + Innovation 7 + Employee compensation + 3-Assets + Quality Assurance + Internal Communication + 4-Balance Sheet + Six Sigma + R&D + 5-Budget + Knowledge Assets + Recruitement + 6-Cash Flow + Documents 20 + Retirement + 7-Expenses + Resource Planning 58 + 8-Financial Ratios 69 + Telecommuting + 9-Financial Reporting + Rewards & Retainment + 10-Income Statements + Training + 11-Insurance + Workforce Management + 12.Investment + Working Environment + 13-Liquidity + 14-Payroll + 15-Taxes Architecture World 2012 + 16-Treasury Enterprise Architecture Firm
  • 27. Sample – Finance Department models, composites, relationship matrix, performance indicators Composite modelsKey models: 1. Strategy v/s Process 2. Business Process v/s Apps 3. Department v/s Apps1. Business processes, 4. App Owners v/s Apps activities 5. Locations vs Apps2. Org Structure 6. Applications v/s Tech3. Department 7. App v/s Dept v/s Business Owners stakeholders 8. Business Owners v/s Apps4. Key focus areas 9. Strategy v/s Process v/s Apps5. Performance indicators 10. System of Systems 11. Strategies vs process vs apps vs techology Relationship Matrix 1. Business Process v/s Apps 2. App Owners v/s Apps 3. Applications v/s Tech 4. App v/s Dept v/s Business Owners Performance Indicators 5. Business Owners v/s Apps 1. Prioritizing Performance 6. Department v/s Apps indicators Idea 7. Strategy v/s Process 2. Create the BSC files based on the 8. Strategy v/s Process v/s -26 models for Finance Performance Indicators Apps Department 9. (11 +) - Around 300+ models for 11 dept. Architecture World 2012 Enterprise Architecture Firm
  • 28. Business Process, Composite Model & TraceabilitySample - Business Process Applications aligned with Business Process – Compoisteof Finance and HR Model •The model structure and a Traceability diagram act as starting points for tracing •By using the traceability models we were able to quickly explore the relationship chain •Now, we can create appropriate relationships (such as Realize or Trace) to elements where no relationship was previously Architecture World 2012 http://www.iCMGworld.com defined Enterprise Architecture Firm
  • 29. How did we go about doing it? Step 1 Identify the cells: Review of Excel sheets, ppts for existing info Step 3 create the Step 2 create the basic composite: primitives: Construction of models, One-to-one interactions composites with business owners, IT owners, questionnaire, templates etc. Step 4 Diagnosis: Traceability, Step 5: Relationship matrix,Report, suggestions, Gap analysis prototypes Architecture World 2012 Enterprise Architecture Firm
  • 30. Example – compare the matrices Over 200 + plus matrices can be created from the primitive cells based on the needSuggestions for12 plus matrices Architecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 31. Create the relationship matrix from the composite models,Hopefully, we will get the answers to most of the questions ;-) 1. Dependency of apps on each other 2. Dependency between Apps and the interfaces 3. Apps being used in which locations 4. Which data model corresponds to which app? 5. Know user screens to apps mapping 6. What are the key business rules and the apps automating those rules? 7. Which business processes are being automated by which app? 8. What are the key requirements being implemented by which app? 9. Who are the key users and which location? 10. Which business function uses the app? 11. How does App is responsible for meeting the strategy of the organization? 12. How these strategies are mapped to organization goals? Architecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 32. Relationship Matrix, GAP Analysis & App Maturity IndexRelationship Matrix GAP Analysis•It’s a spreadsheet display of relationshipsbetween model elements within packages•Relationship Matrix helps to identify theapplications that are required to consolidatebased on various parameters like locationusage, timeline of the applications, etc.. Architecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 33. Classification and Identification of Application Redundancy customMoving A to D Site - Im pps R OR C 11i A LE pact Analysis - L5 A IS A Portfolio S pp Functional Categories «trace» «trace» «trace» «trace» «trace» «trace» «trace» (fromDatabases) (fromTarget vs Baseline) «trace» 2. ERP 2. ERP 2. ERP JA - Servlet VA Windows 2003 EE 1. Baseline Core 1. SAP 1. SAP 1. SAP 1. SAP Operational- Operational::76. 11. S2 (C - U raine 1) k 11. S2 (C - U raine 1) k 11. S2 (C - U raine 1) k Operational::74. Intermediate D ::81. B 2. OD - OND I EMAN IN D VOICE «trace» «trace» PC SMA 13. SAP 4.7 13. SAP 4.7 13. SAP 4.7 DLOSS Transistion Database - «trace» 3. iSMAR Application T «trace» iBS 4. iPMS Application «trace» 5. EmptorisApplication (fromFunctional Categories) (fromFunctional Categories) (fromFunctional Categories) (fromProgram ing m (fromOperating Systems) (fromApplication LifeStage) Environment) 6. SalesForce Application - SFDC 7. R ource Management Application es «trace» «trace» Project & Allocation «trace» 8. Timesheet Application «trace» «trace» 9. Hyperion «trace» «trace» «trace» SA 6.0 P 10. OBIEE Operational- 11. S2 (C - U raine 1) k Intermediate D ::80. B Core::6. Sales Force «trace» Core::3. iSMA T R Core::11. S2 (C - 1) People::32. T - MS Core::8. T esheet im Application - SFDC 12. SAP-BW A pplication U kraine Training Mgm System t A pplication Transistion Database - «trace» 15. OLGA - STOC OPTIONSER ES K VIC XD B 16. EQU ED ITY GE (fromBusiness Software) (fromApplication Portfolio) Employee Mas data ter Opportunity Line Items «trace» «trace» «trace» «trace» Employee Details& W Bas C ork ed reation «trace» «trace» AA BP «trace» Employee Salary Details People::23. E-Hire People::30. SA - ESS P Core::4. iPMS C tomer Mas us ter Employee Details Application A pplication «trace» Attendance Information Flowto SAP for T & M Billing «trace» «trace» (fromProgram ing m Environment) Employee Joining Data W Structure C BS reation «trace» «trace» Manual Process Core::1. SAP Bus sEvents ines Employee Number «trace» «trace» «trace» «trace» «trace» «trace» A Maturity Index 30%to 50% pp «trace» «trace» 13 - 1. Finance & Accounting Process Core::9. Hyperion Utilities::60. Oracle D Integrator ata «trace» (fromFinance) (fromApplication Maturity Index) «trace» «trace» «trace» «trace» Global::Global Business Partners (from Stake «trace» «trace» Holders)Identification of OverlapBy categorizing application based onfunctionality, it was evident that there is aoverlap and redundant applications existwithin the category and their functionalitiesare overlap either due to different region orbecause of lack of communication & co-ordination between departments. 2012 Architecture World http://www.iCMGworld.com Enterprise Architecture Firm
  • 34. Timeline, Effort, Cost Estimations & BenefitsArchitecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 35. How did we go about doing it? Step 1 Identify the cells: Review of Excel sheets, ppts for existing info Step 3 create the Step 2 create the basic composite: primitives: Construction of models, One-to-one interactions composites with business owners, IT owners, questionnaire, templates etc. Step 4 Diagnosis: Traceability,Step 5 Solution: Relationship matrix, Report, suggestions, Gap analysis prototypes Architecture World 2012 Enterprise Architecture Firm
  • 36. Sample – Applications organized using the functional categoriesArchitecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 37. Comparison of Classical Method vs Primitive driven Method Step 1 Identify the cells: Review of Excel sheets, ppts for existing info Step 3 create the Step 2 create the basic composite: primitives: Construction of models, One-to-one interactions composites with business owners, IT owners, questionnaire, templates etc. Step 4 Diagnosis: Traceability,Step 5 Solution: Relationship matrix, Report, suggestions, Gap analysis prototypes Architecture World 2012 Enterprise Architecture Firm
  • 38. Comparison of Classical Method vs Primitive driven MethodArchitecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 39. Current status of Baseline Architecture v1.0 DATA FUNCTION NETWORK PEOPLE MOTIVATION What How Where Who Why List of Things - List of Processes - List of Locations - List of List of Events - List of Business Important to the the Business where Business Organizations Significant to the Goals andStrategy Business Performs Operates Important to the Business Business StrategiesModels Inventory25% 60% 90% 50% 50% 50% Types e.g., Business Logistics Network, Org definition Business Plan Process Model Network Definition Work Flow ModelBusiness 40%Models 100 40% 90% Moved 40% % List Work flow Business Location Business Role to EA tool List Business Connection Business Work Application e.g., Network Business Rule Architecture ModelSystem/ Representation 100% 20%Solution Apps Apps 20% Portfol Logical 25% System LocationModels io Model System Connection System e.g., NetworkTechnology Design SpecificationsModels 70% 25% Technical Tech Location e.g., List Architecture Tech Connection Architecture World 2012 Enterprise Architecture Firm
  • 40. Create enterprise models - using the primitives to create the compositesArchitecture World 2012 Enterprise Architecture Firm
  • 41. Creating & Maintaining an Enterprise – need to correct the multiple disorders in a consistent manner to minimize enterprise entropyIT Application Optimize ITrationalization Business Process Outsourcin Expanding Improvement g business Cost savings COTS Can’t measure Selecti progress on Architecture World 2012 Isolate http://www.iCMGworld.com Enterprise Architecture Firm duplicate
  • 42. Which cells are key to define the Disaster Recovery Plan 1 4 5 2 3 7 8Architecture World 2012 9 Enterprise Architecture Firm
  • 43. Sample case 2 – Impact analysis for Disaster Recovery SiteDescription Business Business Applications Application Business Location Strategies Process Owners Stakeholders 8 7 1Level 1 GlobalimpactLevel 2 GlobalimpactLevel 5 Globalimpact Architecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 44. Sample case 2 – Impact analysis for DR siteDescription Business Business Applications Application Business Location Strategies Process Owners Stakeholders 8 7 1DR Globalstrategywith Level1 impact 66 7 8DR Globalstrategywith Level2 impactDR Globalstrategywith Level5 impact Architecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 45. Sample case 2 – Impact analysisfor DR siteDescription Business Business Applications Application Business Location Strategies Process Owners Stakeholders 8 7 1DR Globalstrategywith Level1 impact 66 7 8DR Globalstrategywith Level2 impact 62DR Globalstrategywith Level5 impact Architecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 46. HR ::Resource Request Process 1 4 2 3Architecture World 2012 Enterprise Architecture Firm
  • 47. HR ::Resource Request ProcessDescriptio Business Business Applicatio Applicatio Businessn Strategies Process ns n Owners OwnersTraceability Forex Gain Treasury SAP Stakehold Stakeholdto /Loss er1 er 2understandthealignment interms of Cycle time Expense Expense Stakehold Stakeholdvarious for Voucher Voucher er 3 er4factors expense System reimburse ment % of Resource Resource Stakeholder 5 vacancies Allocation Managem filled Process ent Architecture World 2012 http://www.iCMGworld.com internally Enterprise Architecture Firm
  • 48. Anatomy and medical dis-ordersArchitecture World 2012 Enterprise Architecture Firm
  • 49. Need to define and create your Enterprise Body using the Enterprise Anatomy Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text TextText Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text TextText Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text TextText Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text TextText Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text TextText Text Text Text Text Text Text Text Text Text Text TextText Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text TextText Text Text Text Text Text Text Text Text Text Text Text Text Text Text TextText Text Text Text Text Text Text Text Text Text Text Text Text Text TextText Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text TextText Text Text Text Text TextText Text Text Text Text Text Text Text Text Architecture World 2012 Enterprise Architecture Firm
  • 50. How does your enterprise body looks like? IS it ready for x-ray for diagnosis & prognosis ? v18 v3 v1 v22 when v17 v3 v v19 1 v8 6 why v2 v21 v20 v 1 v14 v2 v7 v15 v4 v5 v9 how where v v8 6 v4 v6 v7 v5 Text Text Text v15 v16 Text Text Text Text Text Text v3 Text Text Text Text Text Text v13 v4 Object Text Text 1 Text Object Text v7 2 Text Text Text Text v2 Text Text Text v5 Text Text Text Text Text Object 3 v6 21 Textv1 Text Text Text Text Text Text v8 Text Object 4 Text Text Text v9 Text Text Text Text Architecture World 2012 http://www.iCMGworld.com Enterprise Architecture Firm
  • 51. Visual diagnosis for effective enterprise treatmentArchitecture World 2012 Enterprise Architecture Firm
  • 52. Time for some questions? Application Human Rationalization Anatomy Enterprise Anatomy Disaster Disorders Recovery Business Process Diagnosis Improvement & Corrections Science behind the enterpriseArchitecture World 2012 Enterprise Architecture Firm

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