Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex.
Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context.
Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation.
The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach.
The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
Business Process Modelling PowerPoint Presentation SlidesSlideTeam
This PPT deck displays thirty four slides with in depth research. Our Business Process Modelling Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographics for an inclusive and comprehensive Business Process Modelling Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
What do we do when we’re doing enterprise architecture? What issues do we tackle, in what sequence, for what business reasons, for what business value? And how do we get results fast? This presentation describes how to adapt the Architectural Development Method (ADM) from The Open Group Architecture Framework (TOGAF) for use in all types of enterprise architecture - for IT and beyond - and at all architecture maturity-levels.
[Presentation at TOGAF Conference, London, April 2009. Applies to TOGAF versions 8.1 and 9. Copyright (c) Tetradian Consulting 2009]
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
Business Process Modelling PowerPoint Presentation SlidesSlideTeam
This PPT deck displays thirty four slides with in depth research. Our Business Process Modelling Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographics for an inclusive and comprehensive Business Process Modelling Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
What do we do when we’re doing enterprise architecture? What issues do we tackle, in what sequence, for what business reasons, for what business value? And how do we get results fast? This presentation describes how to adapt the Architectural Development Method (ADM) from The Open Group Architecture Framework (TOGAF) for use in all types of enterprise architecture - for IT and beyond - and at all architecture maturity-levels.
[Presentation at TOGAF Conference, London, April 2009. Applies to TOGAF versions 8.1 and 9. Copyright (c) Tetradian Consulting 2009]
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Introduction to Business Architecture - Part 2Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1.
This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information.
The objective is to create a realistic and achievable target business architecture to achieve the desired business change.
Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
Creating A Business Focussed Information Technology StrategyAlan McSweeney
This presentation describes a structured approach to creating a business-focussed information technology strategy.
An effective business-oriented IT strategy is an opportunity to resolve the disconnection and to ensure the IT function is able to and does respond to business needs and is trusted by the business to provide IT solutions.
The IT strategy will consist of static structural elements relating to the organisation of the IT function:
• Capabilities – skills and abilities the IT function should possess and be able to use effectively and efficiently
• IT Function Structure – the organisation and arrangement of the sub-functions and their responsibilities and relationships
• Operating Model – how the IT function work and delivers value and the processes it implements and operates
• Staffing And Roles – the numbers of people, their roles, responsibilities, expected skills, experience and abilities, workload, reporting structures and expected ways of operating
It will also include dynamic elements relating to initiatives, both enabling initiatives within the IT function and specific business initiatives required to achieve the business strategy.
Using Business Architecture to enable customer experience and digital strategyCraig Martin
Digital disruption is shifting business model design from a focus on product profitability to a stronger focus on customer experience and lifetime value.
The presentation looks at environmental pressures caused by digital disruption and identifies how to use business architecture and business design to address these changes.
It covers business architecture for digital strategy, customer-driven value chains, re-writing of the 4Ps of the marketing mix, and the nine laws of disruption and how they affect business model design.Craig also investigates the changes afoot with strategic business planning and Enterprise Architecture, which are experiencing their own form of disruption. Will Enterprise Architecture as we know it become a commodity too?
This presentation was delivered as an OpenGroup webinar and is available for viewing from the www.enterprisearchitects.com web site.
Describes what a target operating mode is, and the process to distill a target operating model from a business vision or set of business strategic aims
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion.
This describes facets of exploring the options for digital to ensure that the resulting strategy is realistic, achievable and will deliver a return.
Enterprise Architecture needs to be involved in the development of digital architecture. Digital architecture needs to be at the core of the organisation’s wider Enterprise Architecture.
Technology generally accelerates existing business momentum rather than being the originator of momentum. Digital is not a panacea. Digital interactions with third parties gives rise to expectations
Digital will make weaknesses in business processes and underlying technology very evident very quickly. Iterate through digital initiatives, starting small and focussed, learning from experience.
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Introduction to Business Architecture - Part 2Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1.
This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information.
The objective is to create a realistic and achievable target business architecture to achieve the desired business change.
Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
Creating A Business Focussed Information Technology StrategyAlan McSweeney
This presentation describes a structured approach to creating a business-focussed information technology strategy.
An effective business-oriented IT strategy is an opportunity to resolve the disconnection and to ensure the IT function is able to and does respond to business needs and is trusted by the business to provide IT solutions.
The IT strategy will consist of static structural elements relating to the organisation of the IT function:
• Capabilities – skills and abilities the IT function should possess and be able to use effectively and efficiently
• IT Function Structure – the organisation and arrangement of the sub-functions and their responsibilities and relationships
• Operating Model – how the IT function work and delivers value and the processes it implements and operates
• Staffing And Roles – the numbers of people, their roles, responsibilities, expected skills, experience and abilities, workload, reporting structures and expected ways of operating
It will also include dynamic elements relating to initiatives, both enabling initiatives within the IT function and specific business initiatives required to achieve the business strategy.
Using Business Architecture to enable customer experience and digital strategyCraig Martin
Digital disruption is shifting business model design from a focus on product profitability to a stronger focus on customer experience and lifetime value.
The presentation looks at environmental pressures caused by digital disruption and identifies how to use business architecture and business design to address these changes.
It covers business architecture for digital strategy, customer-driven value chains, re-writing of the 4Ps of the marketing mix, and the nine laws of disruption and how they affect business model design.Craig also investigates the changes afoot with strategic business planning and Enterprise Architecture, which are experiencing their own form of disruption. Will Enterprise Architecture as we know it become a commodity too?
This presentation was delivered as an OpenGroup webinar and is available for viewing from the www.enterprisearchitects.com web site.
Describes what a target operating mode is, and the process to distill a target operating model from a business vision or set of business strategic aims
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion.
This describes facets of exploring the options for digital to ensure that the resulting strategy is realistic, achievable and will deliver a return.
Enterprise Architecture needs to be involved in the development of digital architecture. Digital architecture needs to be at the core of the organisation’s wider Enterprise Architecture.
Technology generally accelerates existing business momentum rather than being the originator of momentum. Digital is not a panacea. Digital interactions with third parties gives rise to expectations
Digital will make weaknesses in business processes and underlying technology very evident very quickly. Iterate through digital initiatives, starting small and focussed, learning from experience.
We explore new techniques for selecting and tracking value-driven KPIs. The ResultsPositive team has years of experience building custom dashboards that emphasize and leverage key business metrics. These “business value dashboard” solutions can solve pressing visibility and workflow challenges, illuminating new opportunities for improvement. Enable informed decision making with unfettered insight and visualization into your ongoing business processes. By using the data you’ve already collected, you can create a more productive pipeline. In this webinar we will be presenting:
Overview of how business value dashboards consolidate and surface key metrics.
Customer Examples of successfully implemented dashboards:
Large Utility Corporation – Network and Distribution Dashboard
One of America’s largest food companies and leading distributors – Realtime distribution center status
ResultsPositive’s BVD-specific offerings and best practices.
Business Education pack strategy on a pageAndy Parkins
Defining a simple and effective strategy to drive business value is critical for any organization. Being able to deliver this product on a single page that has the finger prints of your key stakeholders all over it is easier done than said
Thoughts on best practices to guide digital transformation. Covers 5 areas:- leadership, organisation and culture, the customer experience, the digital platform and execution.
David Beard
CRM Evangelist - Sage CRM Solutions
"With over 10 years involvement in business analyst & project management roles for a variety of companies in the IT, telecommunications & banking sectors, David brings a wealth of experience in helping companies define what a customer means and how best to interact - across both cultural & systemic contexts"
Fail to prepare, prepare to fail: implementing ERP and CRM systemsSageukofficial
David Beard, from the business software company Sage UK, looks at market place trends driving the thoughts of software vendors. He then considers why businesses often fail to realise the measurable benefits from ERP and CRM software implementations and what they can do to widen, and thus, improve their approach.
Lindsey Bohm On LinkedIn - Professional Experience At A Glancelbohm
Overview of Lindsey Bohm and her professional experience and samples and expertise as a marketing, digital, new business development, and entrepreneur.
Similar to Digital Transformation And Enterprise Architecture (20)
The data architecture of solutions is frequently not given the attention it deserves or needs. Frequently, too little attention is paid to designing and specifying the data architecture within individual solutions and their constituent components. This is due to the behaviours of both solution architects ad data architects.
Solution architecture tends to concern itself with functional, technology and software components of the solution
Data architecture tends not to get involved with the data aspects of technology solutions, leaving a data architecture gap. Combined with the gap where data architecture tends not to get involved with the data aspects of technology solutions, there is also frequently a solution architecture data gap. Solution architecture also frequently omits the detail of data aspects of solutions leading to a solution data architecture gap. These gaps result in a data blind spot for the organisation.
Data architecture tends to concern itself with post-individual solutions. Data architecture needs to shift left into the domain of solutions and their data and more actively engage with the data dimensions of individual solutions. Data architecture can provide the lead in sealing these data gaps through a shift-left of its scope and activities as well providing standards and common data tooling for solution data architecture
The objective of data design for solutions is the same as that for overall solution design:
• To capture sufficient information to enable the solution design to be implemented
• To unambiguously define the data requirements of the solution and to confirm and agree those requirements with the target solution consumers
• To ensure that the implemented solution meets the requirements of the solution consumers and that no deviations have taken place during the solution implementation journey
Solution data architecture avoids problems with solution operation and use:
• Poor and inconsistent data quality
• Poor performance, throughput, response times and scalability
• Poorly designed data structures can lead to long data update times leading to long response times, affecting solution usability, loss of productivity and transaction abandonment
• Poor reporting and analysis
• Poor data integration
• Poor solution serviceability and maintainability
• Manual workarounds for data integration, data extract for reporting and analysis
Data-design-related solution problems frequently become evident and manifest themselves only after the solution goes live. The benefits of solution data architecture are not always evident initially.
Solution Architecture and Solution Estimation.pdfAlan McSweeney
Solution architects and the solution architecture function are ideally placed to create solution delivery estimates
Solution architects have the knowledge and understanding of the solution constituent component and structure that is needed to create solution estimate:
• Knowledge of solution options
• Knowledge of solution component structure to define a solution breakdown structure
• Knowledge of available components and the options for reuse
• Knowledge of specific solution delivery constraints and standards that both control and restrain solution options
Accurate solution delivery estimates are need to understand the likely cost/resources/time/options needed to implement a new solution within the context of a range of solutions and solution options. These estimates are a key input to investment management and making effective decisions on the portfolio of solutions to implement. They enable informed decision-making as part of IT investment management.
An estimate is not a single value. It is a range of values depending on a number of conditional factors such level of knowledge, certainty, complexity and risk. The range will narrow as the level of knowledge and uncertainty decreases
There is no easy or magic way to create solution estimates. You have to engage with the complexity of the solution and its components. The more effort that is expended the more accurate the results of the estimation process will be. But there is always a need to create estimates (reasonably) quickly so a balance is needed between effort and quality of results.
The notes describe a structured solution estimation process and an associated template. They also describe the wider context of solution estimates in terms of IT investment and value management and control.
Validating COVID-19 Mortality Data and Deaths for Ireland March 2020 – March ...Alan McSweeney
This analysis seeks to validate published COVID-19 mortality statistics using mortality data derived from general mortality statistics, mortality estimated from population size and mortality rates and death notice data
Analysis of the Numbers of Catholic Clergy and Members of Religious in Irelan...Alan McSweeney
This analysis looks at the changes in the numbers of priests and nuns in Ireland for the years 1926 to 2016. It combines data from a range of sources to show the decline in the numbers of priests and nuns and their increasing age profile.
This analysis consists of the following sections:
• Summary - this highlights some of the salient points in the analysis.
• Overview of Analysis - this describes the approach taken in this analysis.
• Context – this provides background information on the number of Catholics in Ireland as a context to this analysis.
• Analysis of Census Data 1926 – 2016 - this analyses occupation age profile data for priests and nuns. It also includes sample projections on the numbers of priests and nuns.
• Analysis of Catholic Religious Mortality 2014-2021 - this analyses death notice data from RIP.ie to shows the numbers of priests and nuns that have died in the years 2014 to 2021. It also looks at deaths of Irish priests and nuns outside Ireland and at the numbers of countries where Irish priests and nuns have worked.
• Analysis of Data on Catholic Clergy From Other Sources - this analyses data on priests and nuns from other sources.
• Notes on Data Sources and Data Processing - this lists the data sources used in this analysis.
IT Architecture’s Role In Solving Technical Debt.pdfAlan McSweeney
Technical debt is an overworked term without an effective and common agreed understanding of what exactly it is, what causes it, what are its consequences, how to assess it and what to do about it.
Technical debt is the sum of additional direct and indirect implementation and operational costs incurred and risks and vulnerabilities created because of sub-optimal solution design and delivery decisions.
Technical debt is the sum of all the consequences of all the circumventions, budget reduction, time pressure, lack of knowledge, manual workarounds, short-cuts, avoidance, poor design and delivery quality and decisions to remove elements from solution scope and failure to provide foundational and backbone solution infrastructure.
Technical debt leads to a negative feedback cycle with short solution lifespan, earlier solution replacement and short-term tactical remedial actions.
All the disciplines within IT architecture have a role to play in promoting an understanding of and in the identification of how to resolve technical debt. IT architecture can provide the leadership in both remediating existing technical debt and preventing future debt.
Failing to take a complete view of the technical debt within the organisation means problems and risks remained unrecognised and unaddressed. The real scope of the problem is substantially underestimated. Technical debt is always much more than poorly written software.
Technical debt can introduce security risks and vulnerabilities into the organisation’s solution landscape. Failure to address technical debt leaves exploitable security risks and vulnerabilities in place.
Shadow IT or ghost IT is a largely unrecognised source of technical debt including security risks and vulnerabilities. Shadow IT is the consequence of a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. Shadow IT is frequently needed to make up for gaps in core business solutions, supplementing incomplete solutions and providing omitted functionality.
Solution Architecture And Solution SecurityAlan McSweeney
This describes an approach to embedding security within the technology solution landscape. It describes a security model that encompasses the range of individual solution components up to the entire solution landscape. The solution security model allows the security status of a solution and its constituent delivery and operational components to be tracked wherever those components are located. This provides an integrated approach to solution security across all solution components and across the entire organisation topology of solutions. It allows the solution architect to validate the security of an individual solution. It enables the security status of the entire solution landscape to be assessed and recorded. Solution security is a wicked problem because there is no certainly about when the problem has been resolved and a state of security has been achieved. The security state of a solution can just be expressed along a subjective spectrum of better or worse rather than a binary true or false. Solution security can have negative consequences: prevents types of access, limits availability in different ways, restricts functionality provided, makes solution harder to use, lengthens solution delivery times, increases costs along the entire solution lifecycle, leads to loss of usability, utility and rate of use.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...Alan McSweeney
This paper describes how technologies such as data pseudonymisation and differential privacy technology enables access to sensitive data and unlocks data opportunities and value while ensuring compliance with data privacy legislation and regulations.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...Alan McSweeney
Your data has value to your organisation and to relevant data sharing partners. It has been expensively obtained. It represents a valuable asset on which a return must be generated. To achieve the value inherent in the data you need to be able to make it appropriately available to others, both within and outside the organisation.
Organisations are frequently data rich and information poor, lacking the skills, experience and resources to convert raw data into value.
These notes outline technology approaches to achieving compliance with data privacy regulations and legislation while providing access to data.
There are different routes to making data accessible and shareable within and outside the organisation without compromising compliance with data protection legislation and regulations and removing the risk associated with allowing access to personal data:
• Differential Privacy – source data is summarised and individual personal references are removed. The one-to-one correspondence between original and transformed data has been removed
• Anonymisation – identifying data is destroyed and cannot be recovered so individual cannot be identified. There is still a one-to-one correspondence between original and transformed data
• Pseudonymisation – identifying data is encrypted and recovery data/token is stored securely elsewhere. There is still a one-to-one correspondence between original and transformed data
These technologies and approaches are not mutually exclusive – each is appropriate to differing data sharing and data access use cases
The data privacy regulatory and legislative landscape is complex and getting even more complex so an approach to data access and sharing that embeds compliance as a matter of course is required.
Appropriate technology appropriately implemented and operated is a means of managing and reducing risks of re-identification by making the time, skills, resources and money necessary to achieve this unrealistic.
Technology is part of a risk management approach to data privacy. There is wider operational data sharing and data privacy framework that includes technology aspects, among other key areas. Using these technologies will embed such compliance by design into your data sharing and access facilities. This will allow you to realise value from your data successfully.
Solution architects must be aware of the need for solution security and of the need to have enterprise-level controls that solutions can adopt.
The sets of components that comprise the extended solution landscape, including those components that provide common or shared functionality, are located in different zones, each with different security characteristics.
The functional and operational design of any solution and therefore its security will include many of these components, including those inherited by the solution or common components used by the solution.
The complete solution security view should refer explicitly to the components and their controls.
While each individual solution should be able to inherit the security controls provided by these components, the solution design should include explicit reference to them for completeness and to avoid unvalidated assumptions.
There is a common and generalised set of components, many of which are shared, within the wider solution topology that should be considered when assessing overall solution architecture and solution security.
Individual solutions must be able to inherit security controls, facilities and standards from common enterprise-level controls, standards, toolsets and frameworks.
Individual solutions must not be forced to implement individual infrastructural security facilities and controls. This is wasteful of solution implementation resources, results in multiple non-standard approaches to security and represents a security risk to the organisation.
The extended solution landscape potentially consists of a large number of interacting components and entities located in different zones, each with different security profiles, requirements and concerns. Different security concerns and therefore controls apply to each of these components.
Solution security is not covered by a single control. It involves multiple overlapping sets of controls providing layers of security.
Solution Architecture And (Robotic) Process Automation SolutionsAlan McSweeney
Automation is a technology trend IT architects should be aware of and know how to respond to business requests as well as recommend automation technologies and solutions where appropriate. Automation is a bigger topic than just RPA (Robotic Process Automation).
Automation solutions, like all other technology solutions, should be subject to an architecture and design process. There are many approaches to and options for the automation of business activities. Too often automation solutions are tactical applications layered over existing business systems
The objective of all IT solutions is to automate manual business processes and their activities to a certain extent. The requirement for RPA-type applications arises in part because of automation failures within existing applications or the need to automate the interactions with or integrations between separate, possibly legacy, applications.
One of the roles of IT architecture is to always seek to take the wider architectural view and to ensure that solutions are designed and delivered within a strategic framework to avoid, as much as is practical and realistic, short-term tactical solutions and approaches that lead to an accumulation of design, operations and support debt. Tactical solutions will always play a part in the organisation’s solution landscape.
The objective of these notes is to put automation into its wider and larger IT architecture context while accepting the need for tactical approaches in some instances.
These notes cover the following topics:
• Solution And Process Automation – The Wider Technology And Approach Landscape
• Business Processes, Business Solutions And Automation
• Organisation Process Model
• Strategic And Tactical Automation
• Deciding On The Scope Of Automation
• Digital Strategy, Digital Transformation And Automation
• Specifying The Automation Solution
• Business Process Model and Notation (BPMN)
• Sample Business Process – Order To Cash
• RPA (Robotic Process Automation)
Data Profiling, Data Catalogs and Metadata HarmonisationAlan McSweeney
These notes discuss the related topics of Data Profiling, Data Catalogs and Metadata Harmonisation. It describes a detailed structure for data profiling activities. It identifies various open source and commercial tools and data profiling algorithms. Data profiling is a necessary pre-requisite activity in order to construct a data catalog. A data catalog makes an organisation’s data more discoverable. The data collected during data profiling forms the metadata contained in the data catalog. This assists with ensuring data quality. It is also a necessary activity for Master Data Management initiatives. These notes describe a metadata structure and provide details on metadata standards and sources.
Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...Alan McSweeney
This document compares published COVID-19 mortality statistics for Ireland with publicly available mortality data extracted from informal public data sources. This mortality data is taken from published death notices on the web site www.rip.ie. This is used a substitute for poor quality and long-delayed officially published mortality statistics.
Death notice information on the web site www.rip.ie is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data and the level of detail is very low. However, the extraction of death notice data and its conversion into a usable and accurate format requires a great deal of processing.
The objective of this analysis is to assess the accuracy of published COVID-19 mortality statistics by comparing trends in mortality over the years 2014 to 2020 with both numbers of deaths recorded from 2020 to 2021 and the COVID-19 statistics. It compares number of deaths for the seven 13-month intervals:
1. Mar 2014 - Mar 2015
2. Mar 2015 - Mar 2016
3. Mar 2016 - Mar 2017
4. Mar 2017 - Mar 2018
5. Mar 2018 - Mar 2019
6. Mar 2019 - Mar 2020
7. Mar 2020 - Mar 2021
It focuses on the seventh interval which is when COVID-19 deaths have occurred. It combines an analysis of mortality trends with details on COVID-19 deaths. This is a fairly simplistic analysis that looks to cross-check COVID-19 death statistics using data from other sources.
The subject of what constitutes a death from COVID-19 is controversial. This analysis is not concerned with addressing this controversy. It is concerned with comparing mortality data from a number of sources to identify potential discrepancies. It may be the case that while the total apparent excess number of deaths over an interval is less than the published number of COVID-19 deaths, the consequence of COVID-19 is to accelerate deaths that might have occurred later in the measurement interval.
Accurate data is needed to make informed decisions. Clearly there are issues with Irish COVID-19 mortality data. Accurate data is also needed to ensure public confidence in decision-making. Where this published data is inaccurate, this can lead of a loss of this confidence that can exploited.
Analysis of Decentralised, Distributed Decision-Making For Optimising Domesti...Alan McSweeney
This analysis looks at the potential impact that large numbers of electric vehicles could have on electricity demand, electricity generation capacity and on the electricity transmission and distribution grid in Ireland. It combines data from a number of sources – electricity usage patterns, vehicle usage patterns, electric vehicle current and possible future market share – to assess the potential impact of electric vehicles.
It then analyses a possible approach to electric vehicle charging where the domestic charging unit has some degree of decentralised intelligence and decision-making capability in deciding when to start vehicle charging to minimise electricity usage impact and optimise electricity generation usage.
The potential problem to be addressed is that if large numbers of electric cars are plugged-in and charging starts immediately when the drivers of those cars arrive home, the impact on demand for electricity will be substantial.
Operational Risk Management Data Validation ArchitectureAlan McSweeney
This describes a structured approach to validating data used to construct and use an operational risk model. It details an integrated approach to operational risk data involving three components:
1. Using the Open Group FAIR (Factor Analysis of Information Risk) risk taxonomy to create a risk data model that reflects the required data needed to assess operational risk
2. Using the DMBOK model to define a risk data capability framework to assess the quality and accuracy of risk data
3. Applying standard fault analysis approaches - Fault Tree Analysis (FTA) and Failure Mode and Effect Analysis (FMEA) - to the risk data capability framework to understand the possible causes of risk data failures within the risk model definition, operation and use
Data Integration, Access, Flow, Exchange, Transfer, Load And Extract Architec...Alan McSweeney
These notes describe a generalised data integration architecture framework and set of capabilities.
With many organisations, data integration tends to have evolved over time with many solution-specific tactical approaches implemented. The consequence of this is that there is frequently a mixed, inconsistent data integration topography. Data integrations are often poorly understood, undocumented and difficult to support, maintain and enhance.
Data interoperability and solution interoperability are closely related – you cannot have effective solution interoperability without data interoperability.
Data integration has multiple meanings and multiple ways of being used such as:
- Integration in terms of handling data transfers, exchanges, requests for information using a variety of information movement technologies
- Integration in terms of migrating data from a source to a target system and/or loading data into a target system
- Integration in terms of aggregating data from multiple sources and creating one source, with possibly date and time dimensions added to the integrated data, for reporting and analytics
- Integration in terms of synchronising two data sources or regularly extracting data from one data sources to update a target
- Integration in terms of service orientation and API management to provide access to raw data or the results of processing
There are two aspects to data integration:
1. Operational Integration – allow data to move from one operational system and its data store to another
2. Analytic Integration – move data from operational systems and their data stores into a common structure for analysis
Ireland 2019 and 2020 Compared - Individual ChartsAlan McSweeney
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions.
The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown.
The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Analysis of Irish Mortality Using Public Data Sources 2014-2020Alan McSweeney
This describes the use of published death notices on the web site www.rip.ie as a substitute to officially published mortality statistics. This analysis uses data from RIP.ie for the years 2014 to 2020.
Death notice information is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data.
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions.
The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown.
The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Critical Review of Open Group IT4IT Reference ArchitectureAlan McSweeney
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function.
IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles.
This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model.
The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain:
• Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management
• Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes
• Design Chain Operations Reference model (DCOR) - Manages the product and service development processes
• Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies
It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function:
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
2. Digital Strategy And Digital Transformation
• Digital strategy is a statement about the organisation’s digital
positioning, operating model, competitors and customer and
collaborator needs and behaviour to achieve a direction for
innovation, communication, transaction and promotion
• Digital transformation is concerned with moving the
organisation from its current state to one that involves
extending and exposing business processes outside the
organisation along the dimensions of:
− External Parties Participating in Digital Interaction/Collaboration –
who of the many parties in your organisation landscape do you interact
with digitally
− Numbers and Types of Interactions/ Collaborations and Business
Processes Included in Digital Strategy – which types of interactions and
associated business processes do you digitally implement
− Channels Included in Digital Strategy – what digital channels do you
interact over
September 7, 2016 2
3. Digital Strategy, Architecture And Transformation
September 7, 2016 3
Digital
Transformation
Digital
Strategy
Digital
Architecture
Statement About The
Organisation’s Digital
Positioning, Operating
Model, Competitors And
Customer And Collaborator
Needs And Behaviour
Extending And
Exposing Business
Processes Outside
The Organisation
Future State
Application, Data
and Technology
View To Achieve
Digital Operating
Status
4. Digital Transformation And Underlying Digital
Architecture
• Is all about enabling technology and its successful
implementation and operation including:
− Organisation changes
− Business process changes
• Digital transformation is (very) complex
• Management must appreciate the technology focus and the
benefits of an enterprise architecture approach
• Early involvement of enterprise architecture increases
successes and reduces failures
• Management must trust and involve enterprise architecture
• Enterprise architecture function must accept and rise to the
challenge and deliver
• Enterprise architecture function must allow its value to be
measured
September 7, 2016 4
5. September 7, 2016 5
Lack Of An Enterprise Architecture View Leads To
Unmanaged IT Complexity
Unmanaged
Complexity in IT
Landscape
Increased Cost
Reduced
Flexibility
Delays in
Delivering
Changes
Duplication in
Resources to
Develop, Operate
and Maintain
Business Systems
Cannot to Exploit
Economies of
Loading and
Scale
Longer Design,
Build, Test and
Delivery Time
Complexity
Causes
Difficulties and
Uncertainties
Leads
To ..
… Thus
Negatively
Impacting on
Business
Performance …
6. September 7, 2016 6
Why Enterprise Architecture?
Enterprise
Architecture
Provides a Set of
Tools and Methods
Need to Measure
Effectiveness of
Enterprise
Architecture In
Order to Maximise
Business Value
Provides…
… To Address This
Complexity …
But
7. September 7, 2016 7
Value of Enterprise Architecture
Appropriate
and Effective
Enterprise
Architecture
… Promotes
Actions and
Decisions That …
Align Information Technology Plans and Investments with
Business Priorities and Requirements
Result in More Integrated Operations Responsive to
Customer and Business Requirements
Promote a More Efficient and Effective IT Infrastructure
Facilitate Cross-Organisational Sharing of Enterprise
Information
Recognise Innovations and Best Practices Across the
Enterprise
Ensure Traceability of Decisions Back to Principles and
Rules
8. Enterprise Architecture And Digital Transformation
• Enterprise architecture provides the tools and the
approaches to manage the complexity of digital
transformation
September 7, 2016 8
9. General Aspects Of A Digital Strategy
Definition/
Diagnosis
Governing
Policies and
Principles
Action Plans
September 7, 2016 9
Define the
circumstances of the
issue that give rise
to the need for a
strategy
Detail the core
objectives of the
strategy to address
the circumstances
Expand into a series
of co-ordinated and
integration actions
to achieve the core
objectives
Why are we doing it?
What gives rise to the need for a digital strategy?
What problems are we trying to solve?
What challenges are we trying to address?
What constraints are we looking to remove?
What are our objectives?
Who are we looking to connect with digitally and how?
What is our long-term digital strategy?
How will be communicate our strategy?
What type of connections are we looking to implement?
How will we measure the achievement of the objectives?
How will the implementation be phased?
What is the schedule for implementation – which parties,
what types of interaction over what channels?
What are the technology, system, resource and
organisation pre-requisites to achieving success?
What are the risks and dependencies?
How can this work be formulated into a realistic and
achievable plan?
What Success Looks Like And How You Intend To Achieve It
10. External Interactions And Internal Organisation
Reality
September 7, 2016 10
External Organisation Interactions
Internal Organisation Reality
11. Digital Transformation Is About …
September 7, 2016 11
Moving the organisation from one that is internally focussed around
its siloed structures:
To one that is focussed on customer (external party) straight-through
interactions:
12. Objectives Of Digital Strategy
September 7, 2016 12
Digital Strategy
Objectives
Relationships And
Information
Commerce And
Transactions
Content and Management
Marketing and
Communications
Efficiency
Brand
Innovation
Profit
Achieved By
Technology
Processes
People
13. Objectives Of Digital Strategy
• The objectives of a digital strategy are:
− Relationships And Information – manage and maintain relationships with existing
external parties, provide external parties access to information on accounts and
transactions including analysis and reporting, provide personalised experience,
have a consistent message across all channels
− Commerce And Transactions – enable external parties transact online – pay bills,
order and buy products and services in new ways
− Content and Management – provide external parties with current, relevant,
quality, meaningful content with easy access to maintain external party
conversation
− Marketing and Communications – provide external parties with personalised and
customised information and offers on new products and services based on an
intelligent analysis of their likelihood to avail of the offer
− Efficiency – make existing business processes more efficient, remove siloed
operation, implement cross-functional/cross-capability processes that mirror
external party interactions and transactions
− Brand – articulate the organisation brand more effectively
− Innovation – make products and services better, develop new products and
services
− Profit – make more money and/or reduce cost
• These objectives and outcomes of a digital strategy are actualised by
technology, processes and people
September 7, 2016 13
14. Getting Digital Transformation Right Means …
September 7, 2016 14
Greater
Efficiency
Reduced
Cost
Increased
Agility
Improved
Competitive
Positioning
Greater
Responsiveness
Increased
Customer
Satisfaction
Increased
Customer
Retention
Increased Ability To Provide
Innovative Products And
Services To Customers And
Partners Across Multiple
Channels
15. Getting Digital Transformation Wrong Means …
September 7, 2016 15
Wasted
Investment
Lost Revenue
And Profits
Loss Of
Customers
Unfulfilled
ExpectationsWasted
Resources
Frustrated
Customers And
Employees
Loss Of
Competitive
Positioning
Wasted Time and
Lost Opportunity
Cost
16. Digital Enablement Technology Iceberg
September 7, 2016 16
In Order to Extend and Expose
Capabilities and Business
Processes Outside the
Organisation …
… You Will Need a Substantial Amount
of Enabling Technology, Systems,
Resources and Supporting Processes
and Organisation Change
Successful Digital Operations Require
Investment and Commitment
19. Key Digital Design And Operating Principles
• Flexible and adaptable for addition of new features quickly
• Short development cycle for new features
• Ease of static content generation and maintenance with federated and devolved
approach - COPE (Create Once and Publish Everywhere)
• Focus on content and value-added information and function for positive customer
experience – content and usefulness drives usage
• All information available online
• All transactions available online
• Flexible and adaptable for addition of new features quickly
• Short development cycle for new features
• Measure everything
• Integrated messaging across all channels
• Recognise the offline customers
• Digital is not a project – it is an ongoing organisation-wide activity
• Digital is not easy – it is hard
September 7, 2016 19
20. Creating A Digital Implementation Statement Of
Direction
• Creating a well-defined statement of direction for a digital
investment involves:
− Defining vision and guiding values for digital exploitation
− Define a business strategy that incorporates the use of digital to
achieve business results
− Defining a digital functionality roadmap/high-level schedule
− Describing a digital reference architecture
− Assessing organisation readiness for digital
− Identifying the skills gaps that need to be filled
− Managing internal and external expectations
− Producing a business case that draws this information together
with identified and quantified benefits
September 7, 2016 20
21. Digital Functionality Delivery Roadmap
• Defines, prioritises and creates an integrated schedule for
the delivery of digital functions and related required
enabling technologies for a agreed time frame
− Need to agree the prioritisation process
− Roadmap is always subject to constraints such as budget,
resources
− Dependencies can be identified and tracked
− Capability roadmap can be grouped by business area or process
group, external party or channel
September 7, 2016 21
22. Digital Transformation Is Underpinned By
Information Technology Changes
• The implementation of digital transformation involves
− Implementing new systems and technologies
− Building connections to existing applications
− IT is fundamental to successful digital transformation
• Complexity increases
• Need to avoid unmanaged complexity
• Unmanaged complexity in IT landscape leads to greater cost and less
flexibility
− Issues include lack of standards, redundant applications, multiple platforms, and
inconsistent data
− Hinders the organisation's ability to respond to business and economic changes
− Enterprise architecture defines a set of tools and methods to address this
complexity
• Taking an Enterprise Architecture approach is a means of addressing these
issues systematically
− Reduces the complexity associated with digital transformation
− Ensures work occurs in the context of a target architecture
September 7, 2016 22
23. Digital Transformation
• Involves even greater short-term complexity as:
− New and old systems must co-exist
− Digital projects are implemented
− Pilot systems are applied in business functions and units
− There are organisation and process changes
− Applications are reworked
September 7, 2016 23
24. Digital Transformation And Enterprise Architecture
• The management function that drives digital
transformation needs to involve the enterprise
architecture function in the design and implementation of
digital strategy and organisation, process and policies and
the creation of a digital architecture
September 7, 2016 24
25. Digital Architecture In Context
• Enterprise Architecture needs to be involved in the development of digital
architecture
• Digital architecture needs to be at the core of the organisation’s wider Enterprise
Architecture
September 7, 2016 25
Enterprise Architecture
Information and Data Architecture
Information
Systems
Architecture
Solutions
and
Application
Architecture
Business
Architecture
Technology
Architecture
Digital
Architecture
Service and
Integration
Architecture
Security
Architecture
26. Digital Architecture In Context
• Digital architecture does not exist in isolation entirely
separate from an organisation’s overall enterprise
architecture
• Digital architecture must exist within the within the wider
enterprise architecture context
• Digital architecture links to other architectural
components within the IT function and the overall
organisation
September 7, 2016 26
27. Digital Architecture In Context – Linkages
September 7, 2016 27
Enterprise Architecture
Information and Data Architecture
Information
Systems
Architecture
Solutions
and
Application
Architecture
Business
Architecture
Technology
Architecture
Digital
Architecture
Service and
Integration
Architecture
Security
Architecture
Overall Architecture Framework Security
Standards
Service Operation
and Support
Data
Architecture
Infrastructure
Architecture
Business Context
Solution Design
Business Process, Products
28. Digital Reference Architecture
September 7, 2016 28
External Party Interaction Zones, Channels and Facilities
Security,
Identity ,
Access and
Profile
Management
Responsive
Infrastructure
Digital Specific Applications and Tools
Internal Interaction Management
Integration
Operational and
Business Systems
Applications Delivery and
Management Tools and
Frameworks
System Development,
Deployment and
Management
29. Digital Reference Architecture – Multiple Layers
September 7, 2016 29
Digital Architecture In
Context
Level 1 View Of
Components Of
Digital
Architecture
Level 2 View Of
The Elements Of
a Component Of
Digital
Architecture
30. Digital Reference Architecture – Components
• External Party Interaction Zones, Channels and Facilities – the set of facilities and
applications that are presented to those external parties being interacted with
and the channels used
• Security, Identity , Access and Profile Management – internal and external
security tools and processes
• Responsive Infrastructure – digital application deployment and operating
infrastructure
• Digital Specific Applications and Tools – the portfolio of specific tools acquired to
deliver and operate digital functions
• Internal Interaction Management – the set of internal applications that are used
to manage external party interactions
• Integration – the data, service and process integration layer and associated APIs
• Applications Delivery and Management Tools and Frameworks – set of tools used
to deliver and manage digital applications
• System Development, Deployment and Management – the digital application
development facility within the organisation
• Operational and Business Systems – the existing organisation operational and
business systems
September 7, 2016 30
31. External Party Interaction Zones, Channels and
Facilities – Level 2 Elements
September 7, 2016 31
Web Pages
and Web
Forms
Web Content
Management
Web
Browsers
Call Centre
Mobile
Channels
Preferences
Product and
Service
Catalogue
Payments
and
Transactions
Web Chat
Social
Networks
Search
SMS
Applications
Data Access
and
Presentation
32. Security, Identity , Access and Profile Management –
Level 2 Elements
September 7, 2016 32
User Directory
Authentication
Single Signon
Logging
Personalisation
Access Control
Certificate
Management
Monitoring
Identity and
Access
Management
33. Digital Specific Applications and Tools – Level 2
Elements
September 7, 2016 33
Web Content
Management
System
Content Authoring
Multi-Channel
Analytics
Next Best Action
Data Collection,
Storage and
Management
Document
Management
Product and Service
Catalogue
Management
Payment Gateway
and Merchant
Services
34. Responsive Infrastructure – Level 2 Elements
September 7, 2016 34
Resilient and
Scalable Firewalls
Resilient and
Scalable Load
Balancers
Resilient and
Scalable Traffic
Management
Resilient and
Scalable Web
Servers
Resilient and
Scalable Application
Servers
Resilient and
Scalable Data
Storage
Data Security and
Encryption
Usage and
Performance
Monitoring
35. Internal Interaction Management – Level 2 Elements
September 7, 2016 35
Business Process
Management
Customer
Relationship
Management
Case
Management
Service
Management
Resource
Management
Product
Management
Sales and
Marketing
36. Integration – Level 2 Elements
September 7, 2016 36
Service Co-ordination
and Orchestration
Application Integration
Services
ETL Services
Integration
Development and
Deployment
Data Management
Monitoring and
Management
37. Operational and Business Systems – Level 2
Elements
September 7, 2016 37
Billing and
Assurance
Fulfilment
Management
Customer
Information and
Relationship
Management
Finance
Management
Partner Relationship
Management
Legal, Regulatory,
Environment,
Health and Safety
Management
Human Resource
Management
Facilities
Management
38. Applications Delivery and Management Tools and
Frameworks – Level 2 Elements
September 7, 2016 38
IT Leadership
and Governance
Strategic and
Business
Planning
Programme and
Project
Management
Sourcing and
Selection
Management
Business Process
Management
Benefits
Assessment and
Realisation
Capacity Planning,
Forecasting ,
Demand and
Supply
Management
Organisation
Design, Planning
and Management
Infrastructure,
Networks and
Communications
Security,
Continuity and
Disaster Recovery
39. System Development, Deployment And
Management – Level 2 Elements
September 7, 2016 39
Solution
Architecture and
Design
Business and
Process Analysis
and Design
User Experience
Design
Service Provisioning,
Service Delivery and
Service
Management
Solution
Development and
Delivery
Change and Change
Management
Testing
Data, Information,
Knowledge Asset
Management
40. Digital Reference Architecture
• The objectives of a digital (or any reference) architecture are:
− Consistent, personalised and rich user experience across all channels
− Reliable and resilience operation
− Ease of management and administration
− Integration of data and services from multiple sources
− Ease of development and deployment of new services
− Collection of usage information for analysis
• This means:
− Federated operation with support of multiple services
− Ability to unify services for delivery
− Standard and powerful approach to integration
− Management and administration tools
September 7, 2016 40
41. Digital Reference Architecture – Service Catalog
• Services here mean functions/offers accessed by external
parties
• Consider a facility to author and manage functions/offers
and enable access by defined set of external parties
• Link services to xActor data models defined earlier
September 7, 2016 41
42. Digital Reference Architecture In Context
• An enterprise digital strategy exists in a wider organisation and
IT context
− The organisation will have an overall IT strategy to accomplish the
organisation strategy and associated objectives
− The IT function will then need its own internal IT strategy that will
structure the function in order to ensure that it can deliver on the wider
organisation strategy
− The enterprise digital strategy is connected to the overall IT strategy,
the enterprise architecture and the internal IT strategy
− The enterprise digital strategy will be implemented and operated
through an digital architecture that is part of the overall enterprise
architecture
− This context is important in ensuring that the enterprise digital strategy
fits into the overall IT and wider organisational structure
− The enterprise digital strategy exists to ultimately deliver a business
benefit and contribute to the achievement of the business strategy
− The strategy must be translated into an operational framework to
enable the strategy to be actualised
September 7, 2016 42
43. Digital Reference Architecture
• Digital Reference Architecture defines a template solution
for the underlying and enabling technology solutions and
components required
• Reference Architecture defines the target end-state
architecture and the set of interim transitional phases
required to enable the delivery of the Digital Functionality
Delivery Roadmap
• Digital Reference Architecture exists within the context of
the organisation’s Enterprise Architecture and other
subsidiary architectures
September 7, 2016 43
44. Organisation Readiness For Digital
• Like all major organisation transformation programmes
implementing digital initiatives will change the
organisation
− Cross-functional and business process changes
− Technology delivery changes
• The organisation must be ready for digital in three ways:
− Be able to deliver digital initiatives that comprise the strategy
− Be able to change itself to enable the implementation and
operation of digital initiatives
− Be able to operate digital initiatives
• Need to assess the current state of the organisation, its
readiness for digital and what is needed to achieve the
desired state of readiness
September 7, 2016 44
45. Organisation Readiness For Digital – Assessment
Framework
September 7, 2016 45
Organisation Readiness For
Digital
Digital Programme Delivery and
Execution
Digital Management and
Governance
Delivery Approach,
Methodologies and Processes
Delivery Team Roles
Delivery Organisation Structure
and Change Management
Delivery Transfer to Production
Operations
Digital Operations
Operations Management and
Governance
Operations Business Process Use
and Management
Operations Team Roles
Operations Organisation
Structure and Change
Management
Operations Service Delivery and
Management
=
=
=
=
=
46. Route To Digital
September 7, 2016 46
Digital Transition
And
Transformation
Digital
Architecture
And IT Strategy
Digital Execution,
Delivery and
Operations
Vision and Guiding
Values for Digital
Exploitation
Business Strategy
Organisation
Readiness For
Digital
Digital Architecture
Digital Capability
Delivery Roadmap
Digital Solutions
Supporting
Solutions
Measurement and
Reassessment
Measurement
Framework
Digital and IT
Strategy
47. Digital Organisation CapabilitiesOrganisational
Capabilities for
Digital
Strategy,
Culture, Change
and
Governance
Digital Strategy
Development
Digital (and
Other) Solution
Governance
Organisation
Change for
Digital
Process
Management
Digital
Architecture
External Party
Interaction
Zones,
Channels and
Facilities
Personalisation
Content
Management
Security,
Identity ,
Access and
Profile
Management
Responsive
Infrastructure
Digital Specific
Applications
and Tools
Internal
Interaction
Management
Integration
Operational
and Business
Systems
Applications
Delivery and
Management
Tools and
Frameworks
System
Development,
Deployment
and
Management
Digital Solution
Delivery
Programme
Management
Portfolio
Project
Management
Business
Analysis and
Engagement
Tool Selection
and Delivery
Solution
Architecture
Solution
Delivery
Digital
Operation
Service Delivery
and
Management
Service
Analytics
Organisation
Management
Capacity
Planning
Customer
Experience
Research and
Analysis
Marketing and
Advertising
Design
Usability
Customer
Journey
Management
Analytics and
Insight
Single View of
the Customer
Analysis and
Reporting
Data Collection
and
Management
Customer
Segmentation
and Insight
Digital
Technology
Foundation and
Infrastructure
Infrastructure
Security
Integration
Enterprise
Architecture
Service Delivery
and
Management
September 7, 2016 47
48. Digital Organisation Capabilities
• What the organisation needs to be good at in order to
develop and deliver on a digital strategy
− There is substantial overlap between these skills and those of
other programme delivery
• Framework to measure where you are and where you
need to be
• Develop framework in relation to the digital strategy and
what you intend to achieve
• Use to develop plan to address gaps
September 7, 2016 48
49. Digital Organisation CapabilitiesOrganisational
Capabilities for
Digital
Strategy,
Culture, Change
and
Governance
Digital Strategy
Development
Digital (and
Other) Solution
Governance
Organisation
Change for
Digital
Process
Management
Digital
Architecture
External Party
Interaction
Zones,
Channels and
Facilities
Personalisation
Content
Management
Security,
Identity ,
Access and
Profile
Management
Responsive
Infrastructure
Digital Specific
Applications
and Tools
Internal
Interaction
Management
Integration
Operational
and Business
Systems
Applications
Delivery and
Management
Tools and
Frameworks
System
Development,
Deployment
and
Management
Digital Solution
Delivery
Programme
Management
Portfolio
Project
Management
Business
Analysis and
Engagement
Tool Selection
and Delivery
Solution
Architecture
Solution
Delivery
Digital
Operation
Service Delivery
and
Management
Service
Analytics
Organisation
Management
Capacity
Planning
Customer
Experience
Research and
Analysis
Marketing and
Advertising
Design
Usability
Customer
Journey
Management
Analytics and
Insight
Single View of
the Customer
Analysis and
Reporting
Data Collection
and
Management
Customer
Segmentation
and Insight
Digital
Technology
Foundation and
Infrastructure
Infrastructure
Security
Integration
Enterprise
Architecture
Service Delivery
and
Management
September 7, 2016 49
50. Digital Operational Technology Layers
September 7, 2016 50
Customer Access and Interaction
Content Aggregation and Management
Extensions to Existing Systems/Data Integration
Operational Systems
Analytic Systems
51. Operational/Technology Component Layers
September 7, 2016 51
Layer Function
Customer Access and Interaction Presents information and functionality to external
parties of agreed types across agreed channels and
access mechanisms
Content Aggregation and
Management
Provisions and manages static and dynamic
information to external parties
Implements COPE (Create Once and Publish
Everywhere)
Extensions to Existing
Systems/Service and Data
Integration
Provides direct access to core data and functions of
operational systems
Operational Systems Existing (and possibly new) business systems
Analytic Systems Provides data analytics and campaign management
facilities
52. Indicative View Of The Operational/Technology
Components And Interfaces To Realise A Digital Strategy
September 7, 2016 52
External Party-Facing
Web Accessible
Applications
Social Media Platforms
Process, Service and
Data Integration
Core System Interfaces
Core Transaction
Processing System(s)
Other Operational
System(s)
Content Management
System
Master Data
Management
Campaign Management
xRM
53. Indicative View Of The Operational/Technology
Components And Interfaces To Realise A Digital Strategy
• Initial architecture of the overall technology solution to
implement the digital strategy
− Provides a basis for solution design
− Know what needs to be done
− Makes the strategy implementable
− Breaks it down into achievable chunks of work – “eat the
elephant” (in the room)
• Architecture needs to be validated, enhanced and
modified if necessary by detailed design phase
• Business case is for analysis and design exercise to produce
detailed solution architecture and implementation plan
− Review available commercial products and tools available
− Validate costs and benefits
September 7, 2016 53
54. Operational/Technology Layers And Their Components
September 7, 2016 54
Customer Access and Interaction
Content Aggregation and Management
Extensions to Existing Systems/Data Integration
Operational Systems
Analytic Systems
External Party-Facing
Web Accessible
Applications
Social Media Platforms
Process, Service and
Data Integration
Core System Interfaces
Core Transaction
Processing System(s)
Other Operational
System(s)
Content Management
System
Master Data
Management
Campaign Management
xRM
55. Summary
• Digital transformation is (very) complex
• Enterprise architecture provides the tools and the approaches to manage
the complexity of digital transformation
• Management must appreciate the technology focus and the benefits of an
enterprise architecture approach
• Early involvement of enterprise architecture increases successes and
reduces failures
• Management must trust and involve enterprise architecture
• Enterprise architecture function must accept and rise to the challenge and
deliver
• Enterprise architecture function must allow its value to be measured
• Digital architecture does not exist in isolation entirely separate from an
organisation’s overall enterprise architecture
• Digital architecture must exist within the within the wider enterprise
architecture context
September 7, 2016 55
56. September 7, 2016 56
More Information
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney