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ملتقى 2016 - اليوم الثاني: هندسة التحول المؤسسي: الطريق إلى التميز والإستدامة - د. فيصل التميمي

The document discusses a conference on enterprise excellence and sustainability held on February 24, 2016. It provides an agenda that includes definitions of enterprise transformation from practitioners, measurements for enterprise excellence, the complexity of transformation processes, the role of enterprise architecture in transformation, and critical success factors for successful transformation. The presentation also covers transformation methods and common pitfalls.

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‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 1 ‫المؤسسي‬ ‫التحول‬ ‫هندسة‬:‫واإلستدامة‬ ‫التميز‬ ‫إلى‬ ‫الطريق‬ Enterprise Transformation Engineering: The Road to Enterprise Excellence and Sustainability Faisal Al-Tamimi, Ph.D. 24 February 2016
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 2 Agenda ‫العرض‬ ‫جدول‬ • Stories and Morals…. • Enterprise & Transformation • What is Enterprise transformation : Practitioners Definitions • Are there measurements for enterprise excellence • How simple or complex it is • Is transformation based on Enterprise Architecture • What is Enterprise Architecture Framework • What is Enterprise Transformation • What is its critical success factors for a successful transformation • Transformation Process and Method • Pitfalls •‫وعبر‬ ‫قصص‬ •‫والتحول‬ ‫المؤسسة‬ •‫المؤسسي‬ ‫للتحول‬ ‫تعريف‬ ‫يوجد‬ ‫هل‬:‫كيف‬ ‫المتخصصون‬ ‫عرفه‬ •‫المؤسسي‬ ‫للتميز‬ ‫معايير‬ ‫يوجد‬ ‫هل‬ •‫معقدة‬ ‫ام‬ ‫بسيطة‬ ‫عملية‬ ‫التحول‬ ‫هل‬ •‫البني‬ ‫فكر‬ ‫على‬ ‫مبني‬ ‫التحول‬ ‫هل‬‫ة‬‫المؤسس‬‫ية‬ •‫المؤسسية‬ ‫البنية‬ ‫إطار‬ ‫هو‬ ‫ما‬ •‫المؤسسى‬ ‫التحول‬ ‫هو‬ ‫ما‬ •‫نجاح‬ ‫مقاييس‬ ‫هي‬ ‫ما‬‫التحول‬ •‫المؤسسي‬ ‫التحول‬ ‫عمليات‬ •‫المؤسسي‬ ‫التحول‬ ‫مكتب‬ •‫دروس‬‫من‬‫التطبيق‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 3 Enterprise Transformation ‫المؤسسي‬ ‫ألتحول‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 4 Enterprise Transformation ‫المؤسسي‬ ‫ألتحول‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 5 What is it: Enterprise Transformation ‫كيف‬‫عرفه‬‫المتخصصون‬ • Fundamental change to the way an organization operates • An approach to align an organization's activities, people, process and technology more closely with its business strategy and vision. • A governance of change aims to meet long-term objectives. • Provides strategies and implementation approaches for transformation of an enterprise from ‘as is’ to ‘to be’ state. • Enterprise Transformation refers to any complex or fundamental organizational change that impacts how its core business is conducted. It can be caused by internal or external factors • Enterprise transformation concerns change, not just routine change but fundamental change that substantially alters an organization’s relationships with one or more key constituencies, e.g., customers, employees, suppliers, and investors. • Transformation can involve new value propositions in terms of products and services, how these offerings are delivered and supported, and/or how the enterprise is organized to provide these offerings • Change does not occur continually, yielding slow and steady improvements. Instead, substantial changes occur intermittently, hopefully yielding significantly increased returns to the enterprise
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 6 Sustainability Factors ‫معايير‬ ‫يوجد‬ ‫هل‬‫المؤسسة‬ ‫إلستدامة‬ • An enterprise is a complex, integrated, and interdependent system of people, processes, and technology that creates value its key Beneficiaries and stakeholders. • An enterprise typically have many stakeholders (e.g., suppliers, partners, regulators) • An enterprise typically serves Patron Beneficiaries (e.g. Citizens, Customers ‫التكيف‬ Adaptability ‫الفعالية‬ Efficiency An enterprise sustain itself by being Effective, Efficient and Adaptable ‫و‬ ‫وتأثيره‬ ‫بفاعلتها‬ ‫المؤسسة‬ ‫تستديم‬‫تكيفها‬ •‫وإناس‬ ‫مركبة‬ ‫نظم‬ ‫من‬ ‫متكامل‬ ‫جهاز‬ ‫هي‬ ‫المؤسسة‬ ‫قيمة‬ ‫ذات‬ ‫لخدمة‬ ‫وتقنيات‬ ‫عمل‬ ‫وأساليب‬ ‫عاملون‬ ‫ف‬ ‫والمشاركين‬ ‫المستفيدين‬ ‫المصلحة‬ ‫ألصحاب‬‫ي‬ ‫تقديمها‬ •‫المشاركين‬ ‫من‬ ‫العديد‬ ‫لها‬ ‫العادة‬ ‫في‬ ‫وهي‬(‫مزودي‬‫ن‬ ‫ومراقبين‬ ‫وشركاء‬) •‫عمالء‬ ‫او‬ ‫كانو‬ ‫مواطنون‬ ‫مستفيدين‬ ‫تخدم‬ ‫وهي‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 7 How simple or complex is Sustainability ‫ام‬ ‫بسيطة‬ ‫عملية‬ ‫التحول‬ ‫هل‬‫معقدة‬ 7 ‫والتشخيص‬ ‫التعرف‬ Detect ‫التنفيذ‬Transform ‫والفهم‬ ‫التحليل‬ Understand ‫التخطيط‬Plan ‫والسلوك‬ ‫اإلنسان‬ Behaviors ‫والوظيفة‬ ‫العمل‬ Job ‫القيادة‬ Leadership ‫والتنظيم‬ ‫ألهيكلية‬ Structure ‫التقنيات‬ Technology ‫والتجهيزات‬ ‫المكان‬ Environment ‫ألعمليات‬ Processes ‫واإلبداعي‬ ‫المنظم‬ ‫الفكر‬ Thinking An enterprise sustain itself by detecting, understanding, planning, and transforming
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 88 Is it Transformation based on Architectures ‫هل‬‫البنية‬ ‫فكر‬ ‫على‬ ‫مبني‬ ‫التحول‬‫المؤسسية‬ • Embedded Enterprise Ecosystem – Architecture is organic – Tools, methods & models are embedded in the daily processes of the enterprise • Extended Enterprise Architecture – EA = S+B+T (Strategy, Business & Technology) – Tools & process for Designing the Enterprise – Business Architecture captured for Redesigning the business • Foundation IT centric Architecture – Classical EA: Align IT to Business – IT architecture documented (current & Future) – Business Architecture captured to clarify IT requirements
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 99 What is Enterprise Architecture Framework ‫المؤسسية‬ ‫البنية‬ ‫إطار‬ ‫مو‬ ‫ما‬ Enterprise Coherency & Alignment ‫األداء‬ ‫ومقاييس‬ ‫اإلستراتيجيات‬ ‫والعمليات‬ ‫الخدمات‬ ‫و‬ ‫أألعمال‬ ‫المعلومات‬ ‫التقنية‬ ‫التحتية‬ ‫البنية‬ ‫والمعلومات‬‫النظم‬‫أمن‬ ‫والتجهيز‬‫والمباني‬‫المكان‬‫ات‬ ‫التطبيقات‬ ‫والمقاييس‬‫المعايير‬ ‫والقو‬‫والوظائف‬‫التتنظيم‬‫ى‬ ‫العاملة‬ ‫ومبادرات‬‫خطط‬‫التحول‬ ‫والتطوير‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 10 Framework Building Blocks ‫المؤسسية‬ ‫البنية‬ ‫إطار‬ ‫في‬ ‫األساسية‬ ‫العناصر‬ Infrastructure Reference • Platform HW and Systems • Network • Facility Security Reference • Regulatory conditions • Risk profile • Risk Assessment • Risk mitigation • Risk controls Performance Reference • Goals • Measurements Spatial Context • Locations, Topography • Networks, Facilities Temporal Context • Change Tracking • Events Plans Reference • Initiatives, Programs & Plans • E Gov Action Plan • Transformation Planning • It project • Projects Tracking and Management Business Reference • Accountable Party, sector, Agency • Domains (LOB’s) • Functions • Workforce • Services. Processes • Assets, Documents Applications Reference • Application • ICT Services • Systems Data Reference • Data Dictionary & Taxonomy • Object Library (Catalog) • Logical data Model (entity, Object, feature) • Physical data Model • Data flow diagram • Knowledge Management Plan • Information Sharing & exchange Enterprise Coherency & Alignment
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 11 What is Enterprise Transformation ‫المؤسسي‬ ‫التحول‬ ‫هو‬ ‫ما‬ “ENABLE the Enterprise ADAPTIVE ALIGNMENT of STRATEGY, BUSINESS, (Organization, Workforce, Services, Processes), BEHAVIORS, TECHNOLOGY and ENVIRONMENT by EFFECTIVELY and EFFECIENTLY MANAGING CHANGE and RESOURSES.” ‫من‬ ‫المؤسسة‬ ‫تمكين‬‫التكامل‬ ‫ألنتظام‬ ‫والتحول‬ ‫التكيف‬‫بين‬‫السياسات‬‫وا‬‫ألهداف‬‫مع‬ ‫األعمال‬(‫والسلوكيات‬ ‫والعمليات‬ ‫والخدمات‬ ‫العاملة‬ ‫والقوى‬ ‫التنظيم‬)‫ومع‬‫التقنيات‬‫وال‬‫بيئة‬ ‫المكانية‬‫خالل‬ ‫من‬‫اإلدارة‬‫المؤثرة‬ ‫و‬ ‫الفاعلة‬‫للتغيير‬‫والموارد‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 12 Enterprise Transformation ‫المؤسسي‬ ‫ألتحول‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 13 Provide a Framework to enable Synchronization (‫التوازن‬) • Provide services to stakeholders • Defines strategies to serve the stakeholders • Perform Services that meets the strategies & operate business to perform the service • Adopt the technology infrastructure to support the performance of the services •‫تتواجد‬‫لتقوم‬‫بخدمات‬‫الم‬ ‫وأصحاب‬ ‫للمعنيين‬‫صلحة‬ •‫بهدف‬ ‫استراتيجيتها‬ ‫تحدد‬‫الخدم‬ ‫بهذه‬ ‫القيام‬‫ات‬ •‫باألعمال‬ ‫تقوم‬‫الخدمات‬ ‫ألداء‬ •‫التقنيات‬ ‫تتبنى‬‫باألعمال‬ ‫القيام‬ ‫لدعم‬ ‫التقنيات‬ Technology ‫أإلستراتيجيات‬ ‫واألهداف‬ strategy ‫المصلحة‬ ‫اصحاب‬ ‫والمعنيين‬ Stakeholders Customers ‫األعمال‬ Business One of the Enterprise Excellence Factors is the ability to have a cost effective synchronization of Strategy, Business and Technology ‫هو‬ ‫المؤسسي‬ ‫التميز‬ ‫عوامل‬ ‫أحد‬ ‫ب‬ ‫التوازن‬ ‫تحقيق‬ ‫على‬ ‫المقدرة‬‫ين‬ ‫واألعمال‬ ‫اإلستراتيجيات‬ ‫وب‬ ‫مؤثرة‬ ‫بفاعلية‬ ‫والتقنيات‬‫تكلفة‬ ‫معقولة‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 14 Provide the framework to Synchronize Integration & Coherency ‫التكامل‬ Enterprise Coherency & Alignment Strategy Technology Data Applicatio ns Infrastructure Workforce Services Processes Business Organization Assets Information One of the Enterprise Excellence Factors is the ability to provide Coherent Operation through Alignment and Integration Domains & Functions Mission / Vision Performance Measurements ‫التميز‬ ‫عوامل‬ ‫أحد‬‫المقدرة‬ ‫هو‬ ‫المؤسسي‬ ‫م‬ ‫متسقة‬ ‫تشغبل‬ ‫بيئة‬ ‫توفير‬ ‫على‬‫خالل‬ ‫ن‬ ‫عناصره‬ ‫جميع‬ ‫بين‬ ‫والتكامل‬ ‫اإلنتظام‬‫ا‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 15 Enterprise Transformation Engineering ‫المؤسسي‬ ‫وإلتغير‬ ‫التحول‬ ‫هندسىة‬ • Management of change through transformation engineering • Transformation Engineering is not Project management •‫التحول‬ ‫هندسة‬‫التغير‬ ‫إدارة‬ ‫خالل‬ ‫من‬ •‫إدارة‬‫التغير‬‫مشاري‬ ‫إدارة‬ ‫بالضرورة‬ ‫ليست‬‫ع‬ ‫مشار‬ ‫إدارة‬ ‫على‬ ‫تحتوي‬ ‫بالضرورة‬ ‫والكنها‬‫يع‬ Enterprise Transformation Engineering Data Applications Infrastructure Workforce Services Processes Organization Assets Information ‫التميز‬ ‫عوامل‬ ‫أحد‬‫المؤسسي‬ ‫التغيير‬ ‫إدارة‬ ‫على‬ ‫المقدرة‬ ‫هو‬ ‫والتحول‬ Domains & Functions Mission / Vision Performance Measurements Facilities & Environment One of the Enterprise Excellence Factors is the Effective Management of Change
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 16 Provide a Master Enterprise Data with integrated BI & BIG data Possibilities ‫للمعلومات‬ ‫متكامل‬ ‫ومصدر‬ ‫معلوماتية‬ ‫بنية‬ ‫وجود‬ Application Enterprise Business ‫المؤسسي‬ ‫الذكاء‬ Business Intelligence Big Data Analytics Enterprise Visibility Architecture Visibility 16 ‫أحد‬‫عوامل‬‫بنية‬ ‫وجود‬ ‫هو‬ ‫المؤسسي‬ ‫التميز‬ ‫يوفر‬ ‫للمعلومات‬ ‫متكامل‬ ‫ومصدر‬ ‫معلوماتية‬ ‫لمتخذ‬ ‫ومعلوماتها‬ ‫المؤسسة‬ ‫لبنية‬ ‫شفافية‬‫ي‬ ‫منه‬ ‫والذي‬ ‫المستويات‬ ‫كافة‬ ‫على‬ ‫القرارات‬ ‫المؤ‬ ‫وذكاء‬ ‫التحليل‬ ‫بنية‬ ‫المؤسسة‬ ‫تستقى‬‫سسة‬ ‫لب‬ ‫المتكامة‬ ‫البيانات‬‫نية‬ ‫ولمعلوماتها‬ ‫المؤسسة‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 17 Provide a Framework to Synchronize Collaboration & Cooperation ‫والتشارك‬ ‫التعاون‬ • Collaborate to provide stakeholders with services; Example to share information and synchronize data to enable each other to achieve their objectives • Cooperate in the provision of services to customers; Example Emergency Service •‫التعاون‬‫الم‬ ‫وألصحاب‬ ‫للمعنيين‬ ‫خدمات‬ ‫لتقديم‬‫صلحة‬ :‫مثال‬-‫المعلوماتي‬ ‫التبادل‬ •‫التشارك‬‫متكاملة‬ ‫خدمات‬ ‫لتقديم‬:‫مثال‬–‫خدمات‬ ‫المتكاملة‬ ‫الطواريء‬ Technology Strategy Stakeholders Customers Business One of the Enterprise Excellence indicators is the ability to collaborate and Cooperate Technology Strategy Business ‫التميز‬ ‫عوامل‬ ‫إحد‬‫المؤسسي‬ ‫العمل‬ ‫في‬ ‫التعاون‬ ‫هو‬ ‫العمليات‬ ‫في‬ ‫والتشارك‬... ‫المؤسس‬ ‫وحدات‬ ‫بين‬ ‫داخليا‬‫ة‬ ‫المؤسسات‬ ‫مع‬ ‫وخارجيا‬ ‫األخرى‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 18 Provide Data Integration and Exchange ‫المعلومات‬ ‫وتكامل‬ ‫تبادل‬ 18 Information Exchange Reference Model & Cross-flow Management Data Synchronization A system for the organization and synchronization of information exchanges among many agencies and desperate databases. ‫المعلومات‬ ‫تكامل‬ ‫المعلومات‬ ‫تبادل‬ Internal agencies Registry (CSW-ebRIM Information Sharing Security Data Synchronization & Integration ‫أحد‬‫عوامل‬‫البنية‬ ‫وجود‬ ‫هو‬ ‫المؤسسي‬ ‫التميز‬ ‫فوري‬ ‫المعلومات‬ ‫بتبادل‬ ‫تسمح‬ ‫التي‬ ‫المعلوماتية‬‫من‬ ‫ا‬ ‫المؤسسة‬ ‫خارج‬ ‫أو‬ ‫داخل‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 19 Structural Architectures: Multi-Agency Federation ‫الم‬ ‫مع‬ ‫التكامل‬‫ؤ‬‫األخرى‬ ‫سسات‬ 19 Gov Agency 1 Gov Agency 2 Gov Agency 3 Gov Agency 4 Gov Agency n … Gov Agency 4 Services Integration To provide effective services through integration and/or consolidation of structure and services facilitates dynamic cooperative interaction network of frameworks Structure To discovery and treatments of redundancies and overlaps in activities and functions across enterprises and organizations structures, domains, line of business, influencing decisions related to merging/integration/consolidation and/or federation decisions. This particularly true in cases where many government agencies or sub-agencies have evolved similar business domain architecture, function and structure and spending redundant budgets for the same.
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 20 Interdependence: Multipliers & The Ripple Effect ‫الجانبية‬ ‫والمؤثرات‬ ‫الترابط‬ Production and services sector Government Planning, Management Sectors Petrochemicals OIL&GAS Financial Informatics Shipping Fishing Transportation Communications Roads Water WasteWater Electricity Housing WaterResources Mining Construction Recreation Tourism National Regional local Petrochemicals OIL & GAS Financial Informatics Shipping Fishing Transportation Communications Roads Water Waste Water Electricity. Housing Water Resources Mining Construction Recreation Production&serviceSectors Tourism National Regional Government Planning, Management Sectors Local
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 21 Obstacles and Diseconomies ‫وخسارة‬ ‫موانع‬ Production and services sector Government Planning, Management Sectors Petrochemicals OIL&GAS Financial Informatics Shipping Fishing Transportation Communications Roads Water WasteWater Electricity Housing WaterResources Mining Construction Recreation Tourism National Regional local Petrochemicals OIL & GAS Financial Informatics Shipping Fishing Transportation Communications Roads Water Waste Water Electricity. Housing Water Resources Mining Construction Recreation Production&serviceSectors Tourism National Regional Government Planning, Management Sectors Local ‫والعقبا‬ ‫الصعوبات‬ ‫حول‬ ‫اإللتفاف‬‫ت‬ ‫أحد‬‫عوامل‬‫عدم‬‫التميز‬ ‫وجود‬ ‫هو‬ ‫المؤسسي‬ ‫التي‬ ‫موانع‬ ‫وجود‬ ‫اإللت‬ ‫ببيئة‬ ‫تسمح‬‫فات‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 22 Enterprise Transformation ‫المؤسسي‬ ‫ألتحول‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 23 Structural Architectures: Integrated Governance • To Align Information assets with business • To provide an integrated governance for the enterprise information assets
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 24 SEFF EA & Enterprise Transformation 24 Enterprise Transformation EA (t-1) Enterprise Transformation EA (t) Enterprise Transformation EA (t+1
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 25 LAI Lean Advancement Initiative; MIT Enterprise Transformation: Provides successful strategies and implementation approaches for transformation of an enterprise from ‘as is’ to ‘to be’ state. Transformation Engineering: Provides strategies/approaches to ensure time is spent developing and evaluating ‘could be’ states, and selecting the best alternative given a set of desired properties and criteria for the future enterprise.
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 26 PLANNING CYCLE STRATEGIC CYCLE LAI Lean Advancement Initiative MIT Enterprise transformation road map PLANNING CYCLE Understand Current State Envision & Design Future Enterprise Align Enterprise Structure and Behaviors Create Transformation Plan Determine Strategic Imperative Articulate the Case for Transformation & Convey Urgency Focus on Stakeholder Value Leverage Transformation Gains EXECUTION CYCLE Implement & Coordinate Transformation Plan Develop Detailed Project Implementation Plan Synchronize Detailed Project Implementation Plans Commit Resources Provide Education & Training Implement Projects and Track Progress Nurture Transformation & Embed Enterprise Thinking Monitor Transformation Progress Nurture Transformation Embed Enterprise Thinking Capture & Diffuse Lessons Learned Adjust and Align Planning & Execution Cycles Engage Leadership in Transformation Cultivate Enterprise Thinking Obtain Executive Buy-In Establish Executive Transformation Council Short Term Corrective Action Long-Term Corrective Action • https://prezi.com/6vsj4gse4ijr/mit-enterprise-transformation-roadmap/#
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 27 Example: enterprise business and data alignments 27 Business-data Alignment
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 28 Enterprise Transformation ‫المؤسسي‬ ‫ألتحول‬
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 29 Why Transformation Management Office TMO • PMO: The project management office commonly maintains standards for project management, program management and portfolio management. It is a single unique operation within the enterprise. The traditional project management office (PMO), focused on administration and compliance, is poorly suited to the pursuit of the value creation opportunities presented by a transformation initiative. • EA: Enterprise Architecture is decision support for organizational portfolio management. It is closely connected to portfolio management in its main or top-level process. EA and portfolio management should be organizationally close, tied together, to achieve gains through transformation. • Portfolio Management: There are strong reasons to integrate, or tightly relate the portfolio management function with its enterprise architecture decision support. These are intended to operate in a tight cycle. • Transformation: Transformation changes the enterprise, improving operations or creating new capabilities. The primary means of causing this transformation is the project, possibly organized into programs, and managed by the portfolio. This is differentiated from functional or operational management which oversees steady-state operations in the enterprise. • Enterprise Transformation Management Office or TMO; PMO alone, EA alone. or change management alone fall far short of the breadth of vision and potential gains of agility, efficiency and effectiveness needed to oversight of all transformative projects. The Enterprise TMO is recommended to contain experts in the distinct disciplines of EA, project management and portfolio management, presumably in distinct sub-units, located together for organizational efficiency. It would possibly be headed by the person responsible for organizational transformation Methodology Experts Managers Business Experts Technical Specialists Planner
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 30 What a Transformation office is to Do • A Transformation Office is typically a governance and delivery vehicle whose sole purpose is to govern and drive the successful implementation of critical programs or projects that enable the organization be transformed • The central task of the TMO is to orchestrate the complex, often disruptive, change typically needed to achieve breakthrough value in transformation. • First, a TMO takes the lead in generating ideas for creating and realizing value, constantly re-energizing and re-focusing the transformation effort. A TMO does this by supplying a sophisticated investment approach, which makes it straightforward for executives and front-line staff to generate transformation ideas and turn them into worthy projects. • Secondly, it conducts the rigorous analysis needed to confirm that all transformation investment is aligned and contributes to the transformation objectives. • Thirdly, it does not view process and compliance as its primary focus. It operates from a high performance, streamlined operating model in which transformation initiatives are invested in, executed and the value realized in the most efficient and cost effective way. • Minimize negative performance impacts (people and business) • Influences how an organization responds to and adapts to change
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 31 What could go right - The Successful Transformation Initiative • Stakeholders aware that strategic change is about changing individuals first • Approaches change holistically and as evolutionary • Understands how mental-maps of individuals and organizations work and how to transform them • Makes Strategy to Execution linkage for each Individual and the Organization • Establishes a sense of urgency • Integrates the “new normal” into current state in consumable increments • Makes change “easy” for the organization and for individuals Communicates the Change Vision • Anchors new approaches and new language in the Culture Provides visibility and mechanisms to address change risk Is fully incorporated into the projects and fabric of the organization
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 32 What could go right - The Unsuccessful Transformation Initiative • Stakeholders are unaware of the vision, scope, impact, and outcomes etc. for capability • Misunderstanding of vision, objectives, outcomes, impacts of capability • Stakeholders believe capability may present a negative impact to them (loss of control, capabilities etc.) • Stakeholders allow the project to progress, but not provide additional resources or assistance • Support (time /resources / involvements) that was previously allocated to the project is now retracted by stakeholders • Stakeholders commit to termination of the project either openly or covertly
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 33 Pitfalls of others ‫التطبيق‬ ‫من‬ ‫دروس‬ • Everybody wants to transform, but nobody wants to change • Usually transformation programs are delivered late, substantially over-budget and often not quite as they were ambitiously envisioned • There is often a disconnect between the aspirations of many transformation programs and the reality of how they invest capital, capabilities and other finite resources. • While sophisticated frameworks abound for developing transformation programs, the attendant investment and execution frameworks are often rudimentary, convoluted, flawed or, worse, non-existent. • According to a McKinsey Consulting report in 2009, “It’s relatively rare for transformation programs to succeed; many surveys, including ours, put the success rate at less than 40 per cent, however more recent research underscores the fact that certain tactics promote successful outcomes.” • One of those tactics is establishing a transformation management office (TMO). • As the majority of transformation investment lies in project investment, transformation programs require a TMO that guarantees flawless execution at the right pace using rigorous and streamlined infrastructure that combines strategic perspective with disciplined implementation. http://www.cio.com.au/article/552697/do_need_transformation_management_office_/
‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬2016 34 ‫استماعكم‬ ‫لحسن‬ ‫شكرا‬

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ملتقى 2016 - اليوم الثاني: هندسة التحول المؤسسي: الطريق إلى التميز والإستدامة - د. فيصل التميمي

  • 1.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬20161 ‫المؤسسي‬ ‫التحول‬ ‫هندسة‬:‫واإلستدامة‬ ‫التميز‬ ‫إلى‬ ‫الطريق‬ Enterprise Transformation Engineering: The Road to Enterprise Excellence and Sustainability Faisal Al-Tamimi, Ph.D. 24 February 2016
  • 2.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬20162 Agenda ‫العرض‬ ‫جدول‬ • Stories and Morals…. • Enterprise & Transformation • What is Enterprise transformation : Practitioners Definitions • Are there measurements for enterprise excellence • How simple or complex it is • Is transformation based on Enterprise Architecture • What is Enterprise Architecture Framework • What is Enterprise Transformation • What is its critical success factors for a successful transformation • Transformation Process and Method • Pitfalls •‫وعبر‬ ‫قصص‬ •‫والتحول‬ ‫المؤسسة‬ •‫المؤسسي‬ ‫للتحول‬ ‫تعريف‬ ‫يوجد‬ ‫هل‬:‫كيف‬ ‫المتخصصون‬ ‫عرفه‬ •‫المؤسسي‬ ‫للتميز‬ ‫معايير‬ ‫يوجد‬ ‫هل‬ •‫معقدة‬ ‫ام‬ ‫بسيطة‬ ‫عملية‬ ‫التحول‬ ‫هل‬ •‫البني‬ ‫فكر‬ ‫على‬ ‫مبني‬ ‫التحول‬ ‫هل‬‫ة‬‫المؤسس‬‫ية‬ •‫المؤسسية‬ ‫البنية‬ ‫إطار‬ ‫هو‬ ‫ما‬ •‫المؤسسى‬ ‫التحول‬ ‫هو‬ ‫ما‬ •‫نجاح‬ ‫مقاييس‬ ‫هي‬ ‫ما‬‫التحول‬ •‫المؤسسي‬ ‫التحول‬ ‫عمليات‬ •‫المؤسسي‬ ‫التحول‬ ‫مكتب‬ •‫دروس‬‫من‬‫التطبيق‬
  • 3.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬20163 Enterprise Transformation ‫المؤسسي‬ ‫ألتحول‬
  • 4.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬20164 Enterprise Transformation ‫المؤسسي‬ ‫ألتحول‬
  • 5.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬20165 What is it: Enterprise Transformation ‫كيف‬‫عرفه‬‫المتخصصون‬ • Fundamental change to the way an organization operates • An approach to align an organization's activities, people, process and technology more closely with its business strategy and vision. • A governance of change aims to meet long-term objectives. • Provides strategies and implementation approaches for transformation of an enterprise from ‘as is’ to ‘to be’ state. • Enterprise Transformation refers to any complex or fundamental organizational change that impacts how its core business is conducted. It can be caused by internal or external factors • Enterprise transformation concerns change, not just routine change but fundamental change that substantially alters an organization’s relationships with one or more key constituencies, e.g., customers, employees, suppliers, and investors. • Transformation can involve new value propositions in terms of products and services, how these offerings are delivered and supported, and/or how the enterprise is organized to provide these offerings • Change does not occur continually, yielding slow and steady improvements. Instead, substantial changes occur intermittently, hopefully yielding significantly increased returns to the enterprise
  • 6.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬20166 Sustainability Factors ‫معايير‬ ‫يوجد‬ ‫هل‬‫المؤسسة‬ ‫إلستدامة‬ • An enterprise is a complex, integrated, and interdependent system of people, processes, and technology that creates value its key Beneficiaries and stakeholders. • An enterprise typically have many stakeholders (e.g., suppliers, partners, regulators) • An enterprise typically serves Patron Beneficiaries (e.g. Citizens, Customers ‫التكيف‬ Adaptability ‫الفعالية‬ Efficiency An enterprise sustain itself by being Effective, Efficient and Adaptable ‫و‬ ‫وتأثيره‬ ‫بفاعلتها‬ ‫المؤسسة‬ ‫تستديم‬‫تكيفها‬ •‫وإناس‬ ‫مركبة‬ ‫نظم‬ ‫من‬ ‫متكامل‬ ‫جهاز‬ ‫هي‬ ‫المؤسسة‬ ‫قيمة‬ ‫ذات‬ ‫لخدمة‬ ‫وتقنيات‬ ‫عمل‬ ‫وأساليب‬ ‫عاملون‬ ‫ف‬ ‫والمشاركين‬ ‫المستفيدين‬ ‫المصلحة‬ ‫ألصحاب‬‫ي‬ ‫تقديمها‬ •‫المشاركين‬ ‫من‬ ‫العديد‬ ‫لها‬ ‫العادة‬ ‫في‬ ‫وهي‬(‫مزودي‬‫ن‬ ‫ومراقبين‬ ‫وشركاء‬) •‫عمالء‬ ‫او‬ ‫كانو‬ ‫مواطنون‬ ‫مستفيدين‬ ‫تخدم‬ ‫وهي‬
  • 7.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬20167 How simple or complex is Sustainability ‫ام‬ ‫بسيطة‬ ‫عملية‬ ‫التحول‬ ‫هل‬‫معقدة‬ 7 ‫والتشخيص‬ ‫التعرف‬ Detect ‫التنفيذ‬Transform ‫والفهم‬ ‫التحليل‬ Understand ‫التخطيط‬Plan ‫والسلوك‬ ‫اإلنسان‬ Behaviors ‫والوظيفة‬ ‫العمل‬ Job ‫القيادة‬ Leadership ‫والتنظيم‬ ‫ألهيكلية‬ Structure ‫التقنيات‬ Technology ‫والتجهيزات‬ ‫المكان‬ Environment ‫ألعمليات‬ Processes ‫واإلبداعي‬ ‫المنظم‬ ‫الفكر‬ Thinking An enterprise sustain itself by detecting, understanding, planning, and transforming
  • 8.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201688 Is it Transformation based on Architectures ‫هل‬‫البنية‬ ‫فكر‬ ‫على‬ ‫مبني‬ ‫التحول‬‫المؤسسية‬ • Embedded Enterprise Ecosystem – Architecture is organic – Tools, methods & models are embedded in the daily processes of the enterprise • Extended Enterprise Architecture – EA = S+B+T (Strategy, Business & Technology) – Tools & process for Designing the Enterprise – Business Architecture captured for Redesigning the business • Foundation IT centric Architecture – Classical EA: Align IT to Business – IT architecture documented (current & Future) – Business Architecture captured to clarify IT requirements
  • 9.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201699 What is Enterprise Architecture Framework ‫المؤسسية‬ ‫البنية‬ ‫إطار‬ ‫مو‬ ‫ما‬ Enterprise Coherency & Alignment ‫األداء‬ ‫ومقاييس‬ ‫اإلستراتيجيات‬ ‫والعمليات‬ ‫الخدمات‬ ‫و‬ ‫أألعمال‬ ‫المعلومات‬ ‫التقنية‬ ‫التحتية‬ ‫البنية‬ ‫والمعلومات‬‫النظم‬‫أمن‬ ‫والتجهيز‬‫والمباني‬‫المكان‬‫ات‬ ‫التطبيقات‬ ‫والمقاييس‬‫المعايير‬ ‫والقو‬‫والوظائف‬‫التتنظيم‬‫ى‬ ‫العاملة‬ ‫ومبادرات‬‫خطط‬‫التحول‬ ‫والتطوير‬
  • 10.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201610 Framework Building Blocks ‫المؤسسية‬ ‫البنية‬ ‫إطار‬ ‫في‬ ‫األساسية‬ ‫العناصر‬ Infrastructure Reference • Platform HW and Systems • Network • Facility Security Reference • Regulatory conditions • Risk profile • Risk Assessment • Risk mitigation • Risk controls Performance Reference • Goals • Measurements Spatial Context • Locations, Topography • Networks, Facilities Temporal Context • Change Tracking • Events Plans Reference • Initiatives, Programs & Plans • E Gov Action Plan • Transformation Planning • It project • Projects Tracking and Management Business Reference • Accountable Party, sector, Agency • Domains (LOB’s) • Functions • Workforce • Services. Processes • Assets, Documents Applications Reference • Application • ICT Services • Systems Data Reference • Data Dictionary & Taxonomy • Object Library (Catalog) • Logical data Model (entity, Object, feature) • Physical data Model • Data flow diagram • Knowledge Management Plan • Information Sharing & exchange Enterprise Coherency & Alignment
  • 11.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201611 What is Enterprise Transformation ‫المؤسسي‬ ‫التحول‬ ‫هو‬ ‫ما‬ “ENABLE the Enterprise ADAPTIVE ALIGNMENT of STRATEGY, BUSINESS, (Organization, Workforce, Services, Processes), BEHAVIORS, TECHNOLOGY and ENVIRONMENT by EFFECTIVELY and EFFECIENTLY MANAGING CHANGE and RESOURSES.” ‫من‬ ‫المؤسسة‬ ‫تمكين‬‫التكامل‬ ‫ألنتظام‬ ‫والتحول‬ ‫التكيف‬‫بين‬‫السياسات‬‫وا‬‫ألهداف‬‫مع‬ ‫األعمال‬(‫والسلوكيات‬ ‫والعمليات‬ ‫والخدمات‬ ‫العاملة‬ ‫والقوى‬ ‫التنظيم‬)‫ومع‬‫التقنيات‬‫وال‬‫بيئة‬ ‫المكانية‬‫خالل‬ ‫من‬‫اإلدارة‬‫المؤثرة‬ ‫و‬ ‫الفاعلة‬‫للتغيير‬‫والموارد‬
  • 12.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201612 Enterprise Transformation ‫المؤسسي‬ ‫ألتحول‬
  • 13.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201613 Provide a Framework to enable Synchronization (‫التوازن‬) • Provide services to stakeholders • Defines strategies to serve the stakeholders • Perform Services that meets the strategies & operate business to perform the service • Adopt the technology infrastructure to support the performance of the services •‫تتواجد‬‫لتقوم‬‫بخدمات‬‫الم‬ ‫وأصحاب‬ ‫للمعنيين‬‫صلحة‬ •‫بهدف‬ ‫استراتيجيتها‬ ‫تحدد‬‫الخدم‬ ‫بهذه‬ ‫القيام‬‫ات‬ •‫باألعمال‬ ‫تقوم‬‫الخدمات‬ ‫ألداء‬ •‫التقنيات‬ ‫تتبنى‬‫باألعمال‬ ‫القيام‬ ‫لدعم‬ ‫التقنيات‬ Technology ‫أإلستراتيجيات‬ ‫واألهداف‬ strategy ‫المصلحة‬ ‫اصحاب‬ ‫والمعنيين‬ Stakeholders Customers ‫األعمال‬ Business One of the Enterprise Excellence Factors is the ability to have a cost effective synchronization of Strategy, Business and Technology ‫هو‬ ‫المؤسسي‬ ‫التميز‬ ‫عوامل‬ ‫أحد‬ ‫ب‬ ‫التوازن‬ ‫تحقيق‬ ‫على‬ ‫المقدرة‬‫ين‬ ‫واألعمال‬ ‫اإلستراتيجيات‬ ‫وب‬ ‫مؤثرة‬ ‫بفاعلية‬ ‫والتقنيات‬‫تكلفة‬ ‫معقولة‬
  • 14.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201614 Provide the framework to Synchronize Integration & Coherency ‫التكامل‬ Enterprise Coherency & Alignment Strategy Technology Data Applicatio ns Infrastructure Workforce Services Processes Business Organization Assets Information One of the Enterprise Excellence Factors is the ability to provide Coherent Operation through Alignment and Integration Domains & Functions Mission / Vision Performance Measurements ‫التميز‬ ‫عوامل‬ ‫أحد‬‫المقدرة‬ ‫هو‬ ‫المؤسسي‬ ‫م‬ ‫متسقة‬ ‫تشغبل‬ ‫بيئة‬ ‫توفير‬ ‫على‬‫خالل‬ ‫ن‬ ‫عناصره‬ ‫جميع‬ ‫بين‬ ‫والتكامل‬ ‫اإلنتظام‬‫ا‬
  • 15.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201615 Enterprise Transformation Engineering ‫المؤسسي‬ ‫وإلتغير‬ ‫التحول‬ ‫هندسىة‬ • Management of change through transformation engineering • Transformation Engineering is not Project management •‫التحول‬ ‫هندسة‬‫التغير‬ ‫إدارة‬ ‫خالل‬ ‫من‬ •‫إدارة‬‫التغير‬‫مشاري‬ ‫إدارة‬ ‫بالضرورة‬ ‫ليست‬‫ع‬ ‫مشار‬ ‫إدارة‬ ‫على‬ ‫تحتوي‬ ‫بالضرورة‬ ‫والكنها‬‫يع‬ Enterprise Transformation Engineering Data Applications Infrastructure Workforce Services Processes Organization Assets Information ‫التميز‬ ‫عوامل‬ ‫أحد‬‫المؤسسي‬ ‫التغيير‬ ‫إدارة‬ ‫على‬ ‫المقدرة‬ ‫هو‬ ‫والتحول‬ Domains & Functions Mission / Vision Performance Measurements Facilities & Environment One of the Enterprise Excellence Factors is the Effective Management of Change
  • 16.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201616 Provide a Master Enterprise Data with integrated BI & BIG data Possibilities ‫للمعلومات‬ ‫متكامل‬ ‫ومصدر‬ ‫معلوماتية‬ ‫بنية‬ ‫وجود‬ Application Enterprise Business ‫المؤسسي‬ ‫الذكاء‬ Business Intelligence Big Data Analytics Enterprise Visibility Architecture Visibility 16 ‫أحد‬‫عوامل‬‫بنية‬ ‫وجود‬ ‫هو‬ ‫المؤسسي‬ ‫التميز‬ ‫يوفر‬ ‫للمعلومات‬ ‫متكامل‬ ‫ومصدر‬ ‫معلوماتية‬ ‫لمتخذ‬ ‫ومعلوماتها‬ ‫المؤسسة‬ ‫لبنية‬ ‫شفافية‬‫ي‬ ‫منه‬ ‫والذي‬ ‫المستويات‬ ‫كافة‬ ‫على‬ ‫القرارات‬ ‫المؤ‬ ‫وذكاء‬ ‫التحليل‬ ‫بنية‬ ‫المؤسسة‬ ‫تستقى‬‫سسة‬ ‫لب‬ ‫المتكامة‬ ‫البيانات‬‫نية‬ ‫ولمعلوماتها‬ ‫المؤسسة‬
  • 17.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201617 Provide a Framework to Synchronize Collaboration & Cooperation ‫والتشارك‬ ‫التعاون‬ • Collaborate to provide stakeholders with services; Example to share information and synchronize data to enable each other to achieve their objectives • Cooperate in the provision of services to customers; Example Emergency Service •‫التعاون‬‫الم‬ ‫وألصحاب‬ ‫للمعنيين‬ ‫خدمات‬ ‫لتقديم‬‫صلحة‬ :‫مثال‬-‫المعلوماتي‬ ‫التبادل‬ •‫التشارك‬‫متكاملة‬ ‫خدمات‬ ‫لتقديم‬:‫مثال‬–‫خدمات‬ ‫المتكاملة‬ ‫الطواريء‬ Technology Strategy Stakeholders Customers Business One of the Enterprise Excellence indicators is the ability to collaborate and Cooperate Technology Strategy Business ‫التميز‬ ‫عوامل‬ ‫إحد‬‫المؤسسي‬ ‫العمل‬ ‫في‬ ‫التعاون‬ ‫هو‬ ‫العمليات‬ ‫في‬ ‫والتشارك‬... ‫المؤسس‬ ‫وحدات‬ ‫بين‬ ‫داخليا‬‫ة‬ ‫المؤسسات‬ ‫مع‬ ‫وخارجيا‬ ‫األخرى‬
  • 18.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201618 Provide Data Integration and Exchange ‫المعلومات‬ ‫وتكامل‬ ‫تبادل‬ 18 Information Exchange Reference Model & Cross-flow Management Data Synchronization A system for the organization and synchronization of information exchanges among many agencies and desperate databases. ‫المعلومات‬ ‫تكامل‬ ‫المعلومات‬ ‫تبادل‬ Internal agencies Registry (CSW-ebRIM Information Sharing Security Data Synchronization & Integration ‫أحد‬‫عوامل‬‫البنية‬ ‫وجود‬ ‫هو‬ ‫المؤسسي‬ ‫التميز‬ ‫فوري‬ ‫المعلومات‬ ‫بتبادل‬ ‫تسمح‬ ‫التي‬ ‫المعلوماتية‬‫من‬ ‫ا‬ ‫المؤسسة‬ ‫خارج‬ ‫أو‬ ‫داخل‬
  • 19.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201619 Structural Architectures: Multi-Agency Federation ‫الم‬ ‫مع‬ ‫التكامل‬‫ؤ‬‫األخرى‬ ‫سسات‬ 19 Gov Agency 1 Gov Agency 2 Gov Agency 3 Gov Agency 4 Gov Agency n … Gov Agency 4 Services Integration To provide effective services through integration and/or consolidation of structure and services facilitates dynamic cooperative interaction network of frameworks Structure To discovery and treatments of redundancies and overlaps in activities and functions across enterprises and organizations structures, domains, line of business, influencing decisions related to merging/integration/consolidation and/or federation decisions. This particularly true in cases where many government agencies or sub-agencies have evolved similar business domain architecture, function and structure and spending redundant budgets for the same.
  • 20.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201620 Interdependence: Multipliers & The Ripple Effect ‫الجانبية‬ ‫والمؤثرات‬ ‫الترابط‬ Production and services sector Government Planning, Management Sectors Petrochemicals OIL&GAS Financial Informatics Shipping Fishing Transportation Communications Roads Water WasteWater Electricity Housing WaterResources Mining Construction Recreation Tourism National Regional local Petrochemicals OIL & GAS Financial Informatics Shipping Fishing Transportation Communications Roads Water Waste Water Electricity. Housing Water Resources Mining Construction Recreation Production&serviceSectors Tourism National Regional Government Planning, Management Sectors Local
  • 21.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201621 Obstacles and Diseconomies ‫وخسارة‬ ‫موانع‬ Production and services sector Government Planning, Management Sectors Petrochemicals OIL&GAS Financial Informatics Shipping Fishing Transportation Communications Roads Water WasteWater Electricity Housing WaterResources Mining Construction Recreation Tourism National Regional local Petrochemicals OIL & GAS Financial Informatics Shipping Fishing Transportation Communications Roads Water Waste Water Electricity. Housing Water Resources Mining Construction Recreation Production&serviceSectors Tourism National Regional Government Planning, Management Sectors Local ‫والعقبا‬ ‫الصعوبات‬ ‫حول‬ ‫اإللتفاف‬‫ت‬ ‫أحد‬‫عوامل‬‫عدم‬‫التميز‬ ‫وجود‬ ‫هو‬ ‫المؤسسي‬ ‫التي‬ ‫موانع‬ ‫وجود‬ ‫اإللت‬ ‫ببيئة‬ ‫تسمح‬‫فات‬
  • 22.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201622 Enterprise Transformation ‫المؤسسي‬ ‫ألتحول‬
  • 23.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201623 Structural Architectures: Integrated Governance • To Align Information assets with business • To provide an integrated governance for the enterprise information assets
  • 24.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201624 SEFF EA & Enterprise Transformation 24 Enterprise Transformation EA (t-1) Enterprise Transformation EA (t) Enterprise Transformation EA (t+1
  • 25.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201625 LAI Lean Advancement Initiative; MIT Enterprise Transformation: Provides successful strategies and implementation approaches for transformation of an enterprise from ‘as is’ to ‘to be’ state. Transformation Engineering: Provides strategies/approaches to ensure time is spent developing and evaluating ‘could be’ states, and selecting the best alternative given a set of desired properties and criteria for the future enterprise.
  • 26.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201626 PLANNING CYCLE STRATEGIC CYCLE LAI Lean Advancement Initiative MIT Enterprise transformation road map PLANNING CYCLE Understand Current State Envision & Design Future Enterprise Align Enterprise Structure and Behaviors Create Transformation Plan Determine Strategic Imperative Articulate the Case for Transformation & Convey Urgency Focus on Stakeholder Value Leverage Transformation Gains EXECUTION CYCLE Implement & Coordinate Transformation Plan Develop Detailed Project Implementation Plan Synchronize Detailed Project Implementation Plans Commit Resources Provide Education & Training Implement Projects and Track Progress Nurture Transformation & Embed Enterprise Thinking Monitor Transformation Progress Nurture Transformation Embed Enterprise Thinking Capture & Diffuse Lessons Learned Adjust and Align Planning & Execution Cycles Engage Leadership in Transformation Cultivate Enterprise Thinking Obtain Executive Buy-In Establish Executive Transformation Council Short Term Corrective Action Long-Term Corrective Action • https://prezi.com/6vsj4gse4ijr/mit-enterprise-transformation-roadmap/#
  • 27.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201627 Example: enterprise business and data alignments 27 Business-data Alignment
  • 28.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201628 Enterprise Transformation ‫المؤسسي‬ ‫ألتحول‬
  • 29.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201629 Why Transformation Management Office TMO • PMO: The project management office commonly maintains standards for project management, program management and portfolio management. It is a single unique operation within the enterprise. The traditional project management office (PMO), focused on administration and compliance, is poorly suited to the pursuit of the value creation opportunities presented by a transformation initiative. • EA: Enterprise Architecture is decision support for organizational portfolio management. It is closely connected to portfolio management in its main or top-level process. EA and portfolio management should be organizationally close, tied together, to achieve gains through transformation. • Portfolio Management: There are strong reasons to integrate, or tightly relate the portfolio management function with its enterprise architecture decision support. These are intended to operate in a tight cycle. • Transformation: Transformation changes the enterprise, improving operations or creating new capabilities. The primary means of causing this transformation is the project, possibly organized into programs, and managed by the portfolio. This is differentiated from functional or operational management which oversees steady-state operations in the enterprise. • Enterprise Transformation Management Office or TMO; PMO alone, EA alone. or change management alone fall far short of the breadth of vision and potential gains of agility, efficiency and effectiveness needed to oversight of all transformative projects. The Enterprise TMO is recommended to contain experts in the distinct disciplines of EA, project management and portfolio management, presumably in distinct sub-units, located together for organizational efficiency. It would possibly be headed by the person responsible for organizational transformation Methodology Experts Managers Business Experts Technical Specialists Planner
  • 30.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201630 What a Transformation office is to Do • A Transformation Office is typically a governance and delivery vehicle whose sole purpose is to govern and drive the successful implementation of critical programs or projects that enable the organization be transformed • The central task of the TMO is to orchestrate the complex, often disruptive, change typically needed to achieve breakthrough value in transformation. • First, a TMO takes the lead in generating ideas for creating and realizing value, constantly re-energizing and re-focusing the transformation effort. A TMO does this by supplying a sophisticated investment approach, which makes it straightforward for executives and front-line staff to generate transformation ideas and turn them into worthy projects. • Secondly, it conducts the rigorous analysis needed to confirm that all transformation investment is aligned and contributes to the transformation objectives. • Thirdly, it does not view process and compliance as its primary focus. It operates from a high performance, streamlined operating model in which transformation initiatives are invested in, executed and the value realized in the most efficient and cost effective way. • Minimize negative performance impacts (people and business) • Influences how an organization responds to and adapts to change
  • 31.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201631 What could go right - The Successful Transformation Initiative • Stakeholders aware that strategic change is about changing individuals first • Approaches change holistically and as evolutionary • Understands how mental-maps of individuals and organizations work and how to transform them • Makes Strategy to Execution linkage for each Individual and the Organization • Establishes a sense of urgency • Integrates the “new normal” into current state in consumable increments • Makes change “easy” for the organization and for individuals Communicates the Change Vision • Anchors new approaches and new language in the Culture Provides visibility and mechanisms to address change risk Is fully incorporated into the projects and fabric of the organization
  • 32.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201632 What could go right - The Unsuccessful Transformation Initiative • Stakeholders are unaware of the vision, scope, impact, and outcomes etc. for capability • Misunderstanding of vision, objectives, outcomes, impacts of capability • Stakeholders believe capability may present a negative impact to them (loss of control, capabilities etc.) • Stakeholders allow the project to progress, but not provide additional resources or assistance • Support (time /resources / involvements) that was previously allocated to the project is now retracted by stakeholders • Stakeholders commit to termination of the project either openly or covertly
  • 33.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201633 Pitfalls of others ‫التطبيق‬ ‫من‬ ‫دروس‬ • Everybody wants to transform, but nobody wants to change • Usually transformation programs are delivered late, substantially over-budget and often not quite as they were ambitiously envisioned • There is often a disconnect between the aspirations of many transformation programs and the reality of how they invest capital, capabilities and other finite resources. • While sophisticated frameworks abound for developing transformation programs, the attendant investment and execution frameworks are often rudimentary, convoluted, flawed or, worse, non-existent. • According to a McKinsey Consulting report in 2009, “It’s relatively rare for transformation programs to succeed; many surveys, including ours, put the success rate at less than 40 per cent, however more recent research underscores the fact that certain tactics promote successful outcomes.” • One of those tactics is establishing a transformation management office (TMO). • As the majority of transformation investment lies in project investment, transformation programs require a TMO that guarantees flawless execution at the right pace using rigorous and streamlined infrastructure that combines strategic perspective with disciplined implementation. http://www.cio.com.au/article/552697/do_need_transformation_management_office_/
  • 34.
    ‫المؤسسي‬ ‫التميز‬ ‫ملتقى‬201634 ‫استماعكم‬ ‫لحسن‬ ‫شكرا‬