Proforma UK EA Presentation

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Documenting the Business
Enterprise Architecture Modeling
Proforma UK Limited
Passionate About Process

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© Proforma UK Ltd 2015
Company
• Proforma UK …
– is an Enterprise Architecture and Process Improvement consultancy,
providing business and IT transformation solutions as a service ...
• capture, model and analyse organisation structure, strategy, processes,
systems, equipment, locations, goals, KPIs, risks, controls and data.
• re-use existing documentation (e.g. doc, xls, ppt, pdf, url) by attaching them
to processes and systems etc., putting them in context and enabling their use.
– also provide training services for those who want to be more hands-on.
– apply a discipline and rigour to Enterprise Architecture modeling,
ensuring consistency and clear, unambiguous, maintainable models.
– encourage and enable communication between IT and Business, thus
prompting complementary system development and business change
based on strategy.
– use standard frameworks, methodologies and languages, e.g. Zachman,
TOGAF, UML, ITIL, Lean, Six Sigma, Sarbanes Oxley, SCOR and SOA.

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Enterprise Architecture Scope

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• MIT Center for Information Systems Research (MIT CISR):
Enterprise Architecture is the organizing logic for business processes and IT
infrastructure reflecting the integration and standardization requirements of the
company's operating model. The operating model is the desired state of business
process integration and business process standardization for delivering goods and
services to customers.
• The Enterprise Architecture Research Forum:
The continuous practice of describing the essential elements of a socio-technical
organisation, their relationships to each other and to the environment, in order to
understand complexity and manage change.
• Gartner:
Enterprise Architecture (EA) is a discipline for proactively and holistically leading
enterprise responses to disruptive forces by identifying and analyzing the execution
of change toward desired business vision and outcomes. EA delivers value by
presenting business and IT leaders with signature-ready recommendations for
adjusting policies and projects to achieve target business outcomes that capitalize
on relevant business disruptions. EA is used to steer decision making toward the
evolution of the future state architecture.
Enterprise Architecture Definitions

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Why Model?
• Enterprise Architecture Modeling enables …
– standards compliance and accreditation, e.g. ITIL and SOX.
– proving the efficacy of a process (and/or system) improvement
through process simulation (i.e. will it be cheaper, faster, better?)
before actually changing the organization.
– alignment of Processes with Systems, Deliverables with Goals etc.
– discovery and elimination of process inconsistencies, restraints,
redundancies and gaps.
– waste/cost identification and elimination – including system
rationalisation.
– defining requirements for bespoke or off-the-shelf process automation
software.
© Proforma UK Ltd 2015© Proforma UK Ltd 2015

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Why Model?
– application of change and transition management …
• BPM Programs - corporate transformation and sustainability
• BPM Projects - process and EA transformation
• Portfolio Management - buildings, equipment, applications
– avoidance of Corporate Memory Loss.
– development of best-practice models enabling continual process and
system improvement, and nomenclature standardisation.
– outsourcing and training via the creation of use-case models and step-
by-step user-guides (with screen-flows where applicable) for each
process activity, actor and system.
– determination of the correct staff right-sizing strategy.

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Why Model?
– improved communication between IT and Business - currently, you
may have …
• no common vocabulary.
• processes that are documented at too low a level.
• strategies and projects that are too variable.
• applications that are functionally isolated and too technical.
• the situation that business can’t relate technology costs to business value.
• resulting in …
– no common understanding of business and IT strategy.
– no common view of IT support.
– the IT and Business plans are not synchronized.

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EA Modeling Concerns
• There are many reasons why people are sceptical - they
might think that …
– modeling tools are more expensive than drawing tools – but what is
‘expensive’?
– modeling tools are difficult to learn – but how much more difficult than
drawing tools can it be? - and think of the benefits to be gained.
– modeling tools are restrictive (“we just need simple drawing tools that
anyone can use”) – but what is ‘restrictive’, and is it a bad thing?
– they will be locked-in to the modeling tool, software vendor and
services supplier, and they want to own their processes and models,
not the consultancy – but one way or another you will have to make a
commitment.
– they have tried modeling their processes before without success or
benefit, so why should things be different this time around?

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Given that one of the objectives of Enterprise Architecture Modelling is to
define and document the organisation clearly and unambiguously, it is very
perplexing that the terminology used is frequently confusing and ambiguous,
for example …
• Business Process Mapping (BPM)
A graphical representation defining exactly what a business does, who is
responsible, and the standard by which success is measured. Clarifies
roles and procedures.
• Business Process Modeling (BPM)
Builds on Business Process Mapping, including business and economic
rules, to optimise processes. The use of process simulation is often used
to ‘prove’ the benefit.
• Business Process Management (BPM)
The management of the process lifecycle, i.e. the design, modelling,
execution, monitoring and optimisation of processes.
Terminology Ambiguity

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Business Process Management
• The five Business Process Management steps …
– Design
• Identify existing processes and design future processes using a
representation (text and diagram) of domain structure, processes, process
flow, actors, events, deliverables, equipment, systems and locations.
– Model
• Modeling uses the design combined with cost and time properties, e.g.
changes in the cost of materials, to produce simulated process data.
– Execute
• Usually achieved with a combination of automated systems and humans,
requiring thorough documentation to explain the man/machine interface.
– Monitor
• Track individual processes, gathering information on their state and
producing statistics on the performance.
– Optimise
• Use process performance information from the modeling or monitoring
phase, identify the potential or actual bottlenecks and the potential
opportunities for cost savings or other improvements, and apply those
enhancements in the design of the process.

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ProVision Modeling Environments
Methodology Models Hierarchy Models
These modeling environments
cover the entire range of
Enterprise Architecture, i.e.
• Business Strategy
• Business Architecture
• Systems Architecture
• Technology Architecture
Not every modeling project will
use every modeling
environment – only those
required need be employed.
Examples of many of these modeling
environments are shown further in
this presentation.

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ProVision Modeling Scope

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ProVision Modeling Languages
ProVision
- Supports many Languages
- Supports many Frameworks
- Does not enforce Methodologies

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ProVision Object Legend

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ProVision Object Associations
Example
Metamodel

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ProVision Object Associations
Systems IMPLEMENT Activities and Activities IMPLEMENTED BY Systems
On-Model Object
Associations
Off-Model Object
Associations

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The Number Seven
• The capacity of the human brain
• The number seven plays a significant role in our lives – the seven wonders
of the world, the seven seas, the seven deadly sins, the seven daughters of
Atlas, the seven ages of man, the seven (nine?) levels of hell, the seven
primary colours, the seven notes of a musical scale and the seven days of
the week.
• “The Magical Number Seven, Plus or Minus Two: Some Limits on Our
Capacity for Processing Information” - a 1956 paper by the cognitive
psychologist, George A. Miller.
• Take the 7 ± 2 rule with a pinch of salt but observe the principle when
modeling.
• The modeling ‘award’ goes to the person who can tell the story in the
clearest, simplest manner possible – not the person who can cram the most
objects and lines onto a page.
• Simplify for understanding, communication and future maintenance - KISS.

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ProVision Hierarchy Models
System
Systems
Organization
Markets
Organisations
Roles
People

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Location
Locations
Facilities
Equipment
Rule/Control
Rules
Problem/Risk
Problems
Event/Trigger
Events
Deliverable
Deliverables
Goal/Objective
Goals
Measurements/KPIs

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Capability
Capabilities
Opportunity
Opportunities
Technology
Technologies

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ProVision Methodology Models
Level 1
Level 2
Level 3
Level 3
Level 1
Level 2
Workflow
Markets
Organisations
Roles
People
Systems
Activities
Decisions
Junctions
Sources/Sinks
Stores
Workflows
Deliverables
Events
Process Decomposition
Domains
Processes
Activities
Workflow Levelling
Use Case
Markets
Organisations
Roles
People
Systems
Activities
Communications
Extensions
Deliverables
Events

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Business Interaction
Markets
Organisations
Roles
People
Systems
Business Interactions
Deliverables
System Interaction
Databases
Equipment
Facilities
Locations
Markets
Organisations
Networks
Systems
System Interactions
Deliverables
User Interface
User Interfaces
Navigation
Events
Deployment
Components
Equipment
Interfaces
Communications
Implementations
Dependencies
Deliverables
Events

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Platform
Equipment
Platforms
Technologies
Utilizations
Strategy
Capability
Environmental Influence
Goal
Impact
Measurement
Opportunity
Plan
Problem
Project
Requirement
Rule
Influences

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Communication
Activities
Domains
Processes
Equipment
Facilities
Locations
Markets
Organisations
Roles
People
Systems
Communications
Deliverables
Events

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Package
Packages
Generalisations
Dependencies
Business Class/ER
Business Classes/Entities
Interfaces
Connectors
Associations
Generalisations
Aggregations
Dependencies
Statechart
States
Pseudo States
Transition Connectors
Transitions
Deliverables
Operations

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Operation
Operations
Invocations
Invocation Connectors
Sequence
Operations
Invocations
Subtype
Generalisations

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ProVision Text and Matrix Reports
Textual interpretation of an
organisation diagram
Matrix interpretations
Text and matrix reports
are generated from the
same repository that
generates the models,
ensuring consistency.

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ProVision Process Simulation
• Modeling ‘what-if?’ situations
• Two variants, each used to assess multi-level processes
with multiple degrees of freedom controlled by
percentage likelihood …
– Monte Carlo
» The simpler of the two techniques.
» Individual passes – basic cost and time results.
– Discrete Event
» The more complex of the two techniques.
» Continuously queued passes – real life (e.g.
bottlenecks) cost and time results.
• Simulation requires the input of values …
– Activity
» time taken
» resource cost
» material cost
» recipe (Discrete Event simulation)
– Workflow lines
» time taken
– Junctions
» recipe (Discrete Event simulation)

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Cost Grid and
Cost Chart
output from
Discrete Event
Simulation
ProVision Process Simulation

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Successful Modeling Programs
• To ensure success, ensure …
• commitment from senior management and participants.
• availability of resources, e.g. time, access to knowledge-owners.
• the entire enterprise (e.g. company, department) is modelled at the highest
level to define organisation structure, domain/function structure, system
structure, and identify the constituent processes that require attention, e.g. …
– current-state proof of compliance.
– Future-state improvement.
• selection of the first process to be documented/improved is an easy-win …
– do not pick the biggest, most complex process as the guinea-pig.
– demonstrate speed of model design and implementation, and show immediate benefit.
• models are kept simple, consistent and structured …
– only document what’s necessary.
– only document it once.
– “Keep It Simple, Stupid” – KISS

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Considerations
• Enterprise Architecture Modeling …
• is not a panacea.
• should not be considered as just a tick-in-a-box or as a cost (it pays for
itself).
• should be undertaken using a framework of (flexible) standards enabling
ease of future maintenance and therefore a ‘living’, on-going reference
business and system model and, perhaps, a training manual.
• should, ideally, be organised around the end-to-end process, not around the
departments, locations, people or systems. This is not always possible.
• is a dark art – not only must the models be ‘correct’, they must also tell a
clear story, be communicative and be maintainable. Requires object
thinking abilities at high- and low-levels.
• when done properly, the business is provided with the vital, current,
accurate information it needs in for transition and the ability to take
advantage of new opportunities.

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Summary
• Project Deliverables
– models, matrices and reports in HTML and MS Word formats …
• Business structure models
– e.g. Organisation, Business Interaction, Locations, Goals, Risks/Controls
• Process structure models
– e.g. Process Decomposition, Workflow, Use Case
• Information/Data structure models
– e.g. Business Class (ER), Package, State Change, Method
• Technology and System structure models
– e.g. Platform, Technology, System Interaction, Storyboard
• Association matrices
– e.g. Activity vs. Actor, Process vs. System, Risk vs. Control
• Simulation matrices and charts (Monte Carlo and Discrete Event)
– e.g. Activity State, Commodity State, Cost Distribution, Cost, Entity State,
Resource State, Resource Utilisation, Staffing and Timing
– training and support …
• enabling customers to maintain their own models – they own the processes!
• providing ongoing post-completion maintenance service.

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Quotes
• Some thoughts on simplicity
• "The cheapest, fastest, and most reliable components are those that aren't
there."
Gordon Bell – b 1934, computer engineer and manager
• "Perfection is achieved, not when there is nothing more to add, but when
there is nothing left to take away."
Antoine de Saint-Exupéry – b 1900, author, aviator, adventurer
• "Make everything as simple as possible, but not simpler."
Albert Einstein - b 1879, scientist
• "All that is good is simple and all that is simple is good."
Mikhail Kalashnikov – b 1919, army officer, small arms designer
• "There is always an easy solution to every human problem - neat, plausible,
and wrong."
H. L. Mencken – b 1880, journalist, satirist
• “If what you're designing doesn't turn out to be elegant or beautiful in some
way, you're probably going down the wrong track.”
R. Buckminster Fuller – b 1895, inventor and visionary

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Thank you for your time
Matthew Brown
Proforma UK Ltd
Passionate About Process

Proforma UK EA Presentation

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