9. foundation ea to 2 use cases

Nearly everything associated at the Enterprise layer will have a maturity
assigned, the maturity will drive the behaviors.
Effective key controls are one of the vital returns on this proposed investment.
Lisa Martinez 408.638.9016 Wicked Design Solutions Copyright @ 2014

An EA tool for both the practitioner or the
stakeholders sponsoring EA

 The following represents the decisions made for the business,
versus the ones made by each organization.
◦ Real world versus fit for purpose
 We may hear critics argue that EA cannot be represented on a
single page.
◦ Let’s scale what we know about EA
 We are not talking about SA or TA
 The following represents the entities we would model in the meta-
model
◦ The foundation
◦ The vision
◦ The Metrics
◦ The maturity represented as a transaction associated with a maturity during
the strategy and planning work done with EA.

BP 2 Develop
Offer Engineer
BP 3 Market and
Sell Offers
Marketing
BP3 Market and
Sell Offers
Sales
BP 4 Deliver
Offers
Operations
BP 5 Manage
Offers
Technical
Services
1
2
3
4
5
DIRECTOR-Coordinate and Collaborate
IDENTITY
OFFERS
Supplier Offer
Customer Offer
30
20
10
30
20
10
BP 1. Design Strategy and Vision
PLANNING

A minimum viable system model limits the
opportunities to cause harm based on limited
knowledge in business from EA view-only the
CEO has the accountability.

 Having a tool or guide to manage the conversations with business people.
◦ a visual aid
◦ a design to meet key controls systematically – by design we attain effectiveness and
efficiency
 The tool or guide isn’t a replacement for any tool used or proposed by TOGAF or other IT
frameworks
 Bringing greater business context to conversations with EA
◦ Guide rather than being served
 The guide enables the business to work with the right parts of the business, by
defining or ensuring the strategy factors the maturity of the offer.
◦ EA has effective goals which can be executed and we might find time to work on
solutions.
◦ Not policing others, puts EA in a position to celebrate the value to the Enterprise – rather
quickly.
◦ Enable SA and TA based on known behaviors which are really complicated conversations
without the guide.
◦ Promotes questions which business can determine without expert knowledge

BP1. Design Strategy and Vision
Business Process 1 Design Strategy and Vision
CM1.Financial
Management
Capability
CM2.Offer
Management
Capability
CM3. Party
Management
Capability
BP2.
Develop
Offer
BP3.
Market and
Sell Offer
BP4.
Deliver
Offer
BP5.
Manage
Offer
Create. Read. Update and
Archive
Engineering and
Product Managers
Development
Teams
Marketing
and Sales
Operations Service
EA
SA/TA

Income statement hard dependencies
Limit the risk by connecting having fewer
opportunities for error, in a reductionist
model we multiply threats

 Management – EA - Party, Offer and Financial data is also known as
Master Data and executed as a master record structured in ERP.
◦ Most companies classified the master data as highly restricted and limited who
could see the information.
 Cost or pricing leaking to the competitors
 Customer, Suppliers or Employee list leaking to the competitors
 Management to transaction - a point in time transaction – EA – MVSM
records related to the retention schedule for zero data loss SA/TA
◦ A distinction between Master and Transactional data which captures a point in
time and will include any exceptions, which do not translate into a new rule for
pricing purposes.
 Many companies are failing at the segregation of duties as they believe the key
control only relates to the Segregation between IT and Business.
 Most companies also fail by thinking Key controls are just a report.
 The transaction will be processed and ideally the validation from finance will be
performed, at this time capturing the record for audit purposes minimizes the offline
attempts which fail by threading the transaction across both parts of the income
statement.

 Cost = Expense in
public to private
sector translation
Service
Providers
and
Suppliers
Cost
Branch or
Regional
Delivery
Capability
and
Customer
or
Citizen
Benefits
Copyright @ 2014 WICKED Design Solutions Lisa Martinez 408.638-9016
10
20
30
 Benefits = Revenue
in public to private
sector translation
10
20
30
Benefits Increases Income
Cost reduces Income
TAFastLane
SAMiddleLane
EASlowLane
TAFastLane
SAMiddleLane
EASlowLane
1. Expense/Cost transaction capability

CM4. Expense/Cost Transaction with Suppliers
CM1.Financial
Management
Capability
CM2.Offer
Management
Capability
CM3. Party
Management
Capability
BP2.
Develop
Offer
BP3.
Market and
Sell Offer
BP4.
Deliver
Offer
BP5.
Manage
Offer
Archive
Manage the Employee Development and Recruiting Headcount and Executive Admin.
Validate the Transactions for Income Statement Reporting – Corporate Finance
EA
SA/TA

 The following slides are specific to a five capability model
◦ 3 management capabilities or entities with types
◦ 2 transactional capabilities includes the income statement and executive risk
 Broader Capability
◦ Real World and strategy type of conversations with slow lane to realize the work
often associated with innovation.
 Not all EA is innovation, much will be a slow or middle lane Effort
 Generic Capabilities
 Universal Capabilities
 Re-usable Capabilities
 Management Capabilities
 Create, Read, Update and Archive in master record in ERP
 Local Capabilities
◦ Specific Fit for Purpose
 Solution Architects and TA architects are going to be in the middle lane with speed to
the fast lane objectives.

CM1.Financial
Management
Capability
CM2.Offer
Management
Capability
CM3. Party
Management
Capability
BP3. Market
and Sell
Offer
BP4. Deliver
Offer
BP5. Manage
Offer
Archive
Validate the Transactions for Income Statement Reporting – Corporate Finance
CM5. Revenue/Benefits Transactions with Customers
Sales Operations Technical Services
EA
SA/TA

Employees Suppliers Customers
30 - Expert
20 - Advanced
10 – Basic
30 - New
20 - Maverick
10 – Preferred
30 – Invested
20 - Advanced
10 – Loyal
The Party Management Capability includes three types of “People, as an agent” of an
organization or agency – a relationship based on legal evidence of arrangement.

Use Case 1-Association of Enterprise
Architects

 EA isn’t the only organization struggling to communicate well
about various roles, we have the problem universally.
◦ We’ve had the problem for a very long time.
◦ The challenge significantly impacts every organization or agency
during the execution of the strategy.
 Some refer to the issue as an organization or agencies maturity shows in
these failures or inability to meet the goals of the strategy.
 Yet the budget or plan was used and actually went over by 500k
 Our operating cost were expected to be cut in half and we have increased
our cost to run the business.
 We typically aren’t operating with the EA beyond SA and TA

Employees
may be a shared service or consultant
A supplier may support the organization as an agent on behalf of one organization under a
contractual time based project or temporary expense agreement.
30 - Expert
20 - Advanced
10 – Basic
Innovation or
Transform
Change
Continuous Improvement
Run Time
Operational
30 – EA
20 - SA
20 - TA
Post on
the EA/SA
roles

Use Case 2
Proven methods for re-use in
Government

 Rob’s proven model concept represented in a UML style
diagram has been executed in a few successful use cases.
◦ Rob’s concept was shared with John Zachman who supported his
concept.
 The next slide displays the way I understand an UML model
to aid in the Enterprise Architecture as a tool.
◦ Zachman Framework v3 – aligns rows 4-5 with such a tool
 While the intent may serve a purpose for the enterprise, including being
helpful to the EA goals of integrating across functional stakeholders;
 The meta model typically has far greater chance of getting the senior level
buy-in.
 EA must secure buy-in before looking at tools

Employees
May be either employee, consultant or a shared service
A supplier may support the organization as an agent on behalf of one organization under a
contractual time based project or temporary expense agreement.
30 - Expert
20 - Advanced
10 – Basic
Innovation or
Transform
Change
Run Time
Operational
Transformation?
No, not really
Change from
Rob Begins

Employees Customers
The size of a customer increases the invested from loyal to advanced with Enterprise size,
the types are going to require an experienced and well rounded type of account executive to
support the uniqueness of the environment each customer of this size operates.
Innovation or
Transform
Change
Run the Business
30 - Expert 30 – Invested
20 - Advanced 20 - Advanced
10 – Basic 10 – LoyalRob Ends

 Broader Capability example
◦ Imagine a case management system where IT service
management can be expanded for business services
 A case is the way business understands the topic
 An incident or issue is the way IT views the same
◦ If we display the information we can use a single source to ensure
complete and accurate performance
 Imagine having confidence about the way the ISO audit expects the
organization to measure quality with the suppliers and customers.
 The same confidence with leaders and managers with all employees.

9. foundation ea to 2 use cases

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9. foundation ea to 2 use cases