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EA roadmapping: business-transformation in a complex world
The document discusses enterprise architecture (EA) roadmapping and business transformation. It addresses several topics: where to start roadmapping priorities; partitioning work; keeping projects on track; best practices; and real-world examples. Diagrams from The Open Group Architecture Framework (TOGAF) are presented and clustering models and maturity models are proposed for managing interdependencies between projects and assessing organizational readiness for change. The presentation emphasizes that EA roadmaps are complex and nonlinear in reality.
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EA roadmapping: business-transformation in a complex world
- 1. the futures ofbusiness EA roadmapping business-transformation in a complex world Tom Graves, Tetradian Consulting Vlerick Business School, 26 September 2014
- 2. Hi. I’m TomGraves. (enterprise-architect, business-anarchist, confusionist, nuisance, that kind of stuff…)
- 3. About EA roadmaps • Where to start – priorities • Partitioning the work • Keeping on track • Roadmapping best-practices • Real-world examples
- 4. Into practice… (Each‘Into practice…’ section provides a brief moment to explore implications of the preceding ideas. Use the text on the slide to guide a quick review of related design-themes in your business-context.)
- 5.
- 6. TOGAF Architecture Development Graphic: © The Open Group Preliminary: Framework, Principles and Core Content Requirements Management G. Governance and Compliance E. Opportunities and Solutions C. Develop Data / Apps Architecture A. Architecture Scope and Purpose H. Architecture Change Management B. Develop Business Architecture D. Develop Technology Architecture F. Migration Planning
- 7. TOGAF Architecture Development Graphic: © The Open Group Preliminary: Framework, Principles and Core Content Requirements Management G. Governance and Compliance E. Opportunities and Solutions C. Develop Data / Apps Architecture A. Architecture Scope and Purpose H. Architecture Change Management B. Develop Business Architecture D. Develop Technology Architecture F. Migration Planning defining the ideal (the hard part)
- 8. TOGAF Architecture Development Graphic: © The Open Group Preliminary: Framework, Principles and Core Content Requirements Management G. Governance and Compliance E. Opportunities and Solutions C. Develop Data / Apps Architecture A. Architecture Scope and Purpose H. Architecture Change Management B. Develop Business Architecture D. Develop Technology Architecture F. Migration Planning making it real (the really hard part)
- 9. Realising the architecture We’ll need: set of change-projects? (developed with or by solution-architects) appropriate governance? roadmap for change?
- 10. Practice: As-Is Change For your business-context, at present… • How do you tackle architectural change? • Who decides on how to do change-work? • What governance do you use for change? • Who are the stakeholders in the change? • How do you engage stakeholders in this? Summarise your as-is model of change itself.
- 11.
- 12. “You don’t wantyour strategies following spaghetti roads - you want them moving through your company on logical, straight highways.” (well-known large consultancy)
- 13. “The enterprise architecture transition plan is a simple artifact.” It consists of a set of: - Gantt charts - transformative investments - planning time-horizons (in years) - SDLC phases - descriptive narrative (well-known EA consultant)
- 14. It all seemslogical, doesn’t it? Simple, straightforward, certain. But in real EA practice, where does it actually lead us?
- 15.
- 16. …and here, probably… CC-BY-NC-SA Tom Graves
- 17. …or here… CC-BY-SAafiler via Flickr
- 18.
- 19. If so, we’regoing to need a better approach…
- 20. Practice: As-Is Process For your present change-processes… • How much do they rely on ‘logical, straight highways’ and ‘simple artifacts’ such as Gantt charts? • How well do they seem to work, in practice? What works? What doesn’t work? • In what contexts do they work, or not work? What factors seem to apply in each case? Review the effectiveness of your change-process.
- 21.
- 22. Some factors inchange… - interdependencies - inherent-uncertainties - complexities of budgeting - engagement of people - a compelling story of change
- 23. Practice: Factors inchange For your business-change context… • How much do these factors apply: • interdependencies? • inherent-uncertainties? • complexities of budgeting? • engagement of people in change? • creating a compelling story for change? • What other factors apply in your EA change? Review the impacts on your change-context.
- 24. Interdependency: Using amaturity-model
- 25. Use a maturity-model Maintain the dialogue Step 4: Work with the real world (bottom-up assessment) Step 3: Strategy and stuff (top-down assessment) Step 2: Clean up the mess (horizontal assessment) Step 1: Know your business (focus on business-purpose) Step 5: Pull together (spiral-out assessment) (Start EA dev’ment) Level 1: Ad-hoc Level 2: Repeatable Level 3: Defined Level 4: Managed Level 5: Optimised Prepare and maintain foundations for architecture (Initial pilot test) Based in part on TOGAF maturity-model, in turn derived from CMMI maturity-model
- 26. Stepping-stones of architecture What to do to build architectural-maturity Each stepping-stone builds on those before: •Step 0: Prepare (and maintain) the foundations •Step 1: Build an overview of the business •Step 2: Clean up the mess (and keep it clean) •Step 3: Guide and manage strategic change •Step 4: Ensure robust resilience, continuity •Step 5: Service the business’ deeper needs •Maintain as enterprise-wide shared capability
- 27. In reality… …it’snot actually step-by-step. In practice, all of these steps have to happen somewhat in parallel. Yet the interdependencies are real. We need to build with awareness that, ideally, this should come before that. (And awareness of consequences that arise from doing things out of ideal-order, too.)
- 28. Step 1: Knowyour business Step 5 Pull together Step 4 The real world Step 3 Strategy and stuff Step 1 Know your business (Start EA) Prepare architecture foundations (Pilot test) Step 2 Clean up the mess Extend •Emphasis: ‘big-picture’ •Examples: whole-of-enterprise overview, end-to-end and top-to-bottom integration 1A: Vision, values, principles and purpose 1B: The enterprise context 1C: Functions and services 1D: Architecture governance
- 29. Step 2: Cleanup the mess Extend •Emphasis: ‘horizontal’ Step 5 Pull together Step 4 The real world Step 2 Clean up the mess Step 1 Know your business (Start EA) L1 Prepare architecture foundations (Pilot test) Step 3 Strategy and stuff •Examples: optimise systems, reduce redundancy 2A: Business-systems and information-systems 2B: What do we have? 2C: Guiding the process of change
- 30. Step 3: Strategyand stuff Extend •Emphasis: top-down Step 5 Pull together Step 3 Strategy and stuff Step 2 (Start EA) L1 L2 Clean up the mess Step 1 Know your business Prepare architecture foundations (Pilot test) Step 4 The real world •Examples: impact of strategy, change of regulation, service-design 3A: Expand out from IT 3B: This goes with that 3C: Abstract-services 3D: Compliance and quality
- 31. Step 4: Workwith the real world Extend Step 4 The real world (Start EA) L1 L2 L3 Step 3 Strategy and stuff Step 2 Clean up the mess Step 1 Know your business Prepare architecture foundations (Pilot test) Step 5 Pull together •Emphasis: bottom-up •Examples: disaster-recovery, risk-assessment, run-time load-balancing 4A: Design for service flexibility 4B: Plan for business-continuity 4C: From qualities to values
- 32. Step 5: Pullit all together (Start EA) L1 L2 L3 L4 Step 5 Pull together Step 4 The real world Step 3 Strategy and stuff Step 2 Clean up the mess Step 1 Know your business Prepare architecture foundations (Pilot test) Extend •Emphasis: ‘spiral-out’ •Examples: data-quality, service-management planning, business ‘pain-points’ 5A: The service-oriented enterprise 5B: Dealing with ‘wicked problems’ 5C: Enhancing enterprise effectiveness
- 33. Beyond level 5:What next? (Start EA) L1 L2 L3 L4 L5 Step 5 Pull together Step 4 The real world Step 3 Strategy and stuff Step 2 Clean up the mess Step 1 Know your business Extend Prepare architecture foundations (Pilot test) •Emphasis: integration •Examples: architecture as an enterprise-wide responsibility XA: Hands-off architecture XB: Architecture as relevance
- 34. Practice: Maturity-models Foryour present change-processes… • Do you use a maturity-model to guide mapping of interdependencies, and inter-project scheduling, in the roadmap? • If yes, how might this be improved? • If no, what differences might using a maturity-model make? Review potential usage in your change-process.
- 35. Interdependency: Using aclustering-model
- 36. The role ofclustering Clustering systems into chunks around a theme such as single-source- of-truth Enables a change-roadmap based on chunk-by-chunk implementation – particularly when coupled with an overall service-oriented architecture
- 37. A real-world example Logistics industry – emphasis on transformation of information-systems Chunking based on, and delivers: - Functional Business Model - Functional Cost Model - Business Systems Model - Information Systems Model (and other technical-detail models as required)
- 38. Function-model: tier-1 AcceptOrders Contact Customer Manage the Business Deliver Orders Process Orders Support the Business Fulfil Orders
- 39. Function-model: tier-2 AcceptOrders Contact Customer Manage the Business Manage Materials Strategies Deliver Orders Process Orders Support the Business Consolidate Orders Manage Production Management Manage Container & Manage Licensee Outbound Operations Manage Materials Receipt and Verification Label Strategies Manage Facility Pre- Production Processing Manage Vehicles Manage Equipment and Equipment-Strategies Manage Facility Property Manage Relationship with Licensees Manage Asset Service Providers Manage Transport Sub-Contracts for Delivery Manage NCR-Code Configurations Define Processing Strategies Define Performance Management Manage Production Systems Strategies Design and Develop Facility Infrastructure Manage Production- Planning Strategies Manage Facility Information Manage Core Business Manage Post- Production Operations Setup for Contractor Delivery Manage Equipment Maintenance Manage Production Operations Accept from Contractor Accept from Agency Accept at Facility Accept at Customer Location Manage Human Resources Manage Finance Manage Facility Administration Process Service Requests Handle Customer Complaints & Inquiries Support Customer Bulk Orders Prepare Customer Transfer Fulfil Order Process Fulfillment Requests Handle Fulfillment Complaints & Inquiries Support Bulk Fulfillment Orders Prepare Fulfillment Transfer
- 40. Function-model: tier-3 Customer Maintain inventory of containers Facility / Infrastructure Design & Development Construct Facilities & Equipment Equipment Management Determine prod’n principles & policies Manage Develop & maintain Dangerous Goods policies & procedures Relationship with Licensees Materials Management Processing Strategies Performance Management Maintain Prod’n Structure Information Define terminology, & codes Inbound Outbound Transport Support Process Accept at Customer Location Verify Order Check and prepare vehicle Accept from Contractor Handover order documentation to transport driver Receive inbound order from agency Record agency order violations Accept at Facility Road Transport Operations Drop Off Orders & empty containers Handle vehicle incidents (breakdowns, re-fuel, etc.) Capture transport run events Drive transport vehicle between locations Pick Up Orders & empty containers Production Operations Machine Preparation Machine Production Moulding Manual Preparation Complete preparation of orders into consignments Capture production events Commence carrier service Production Management Carrier staff verify Staffing & Rostering Corrective Action for consignment details & hand over consignment to contractor Lodge consignments with carrier Verify / accept consignment Time and Attendance Processing Visit "trans-ship" port Complete carrier service Receive & verify consignments Handle consignment exceptions Separate and store containers etc. in preparation for transport to facility Domestic Carrier Transport Operations Setup for Non-Contractor Delivery Check & Prepare Delivery Vehicles Document Handover to Transport Driver Operate Vehicle for Transport Runs Deliver Container to Customer Capture Non-Contractor Delivery Events Drop Off / Pick Up at Facility Depot Handle Customer Returns Planning & Monitoring of Carrier Services Setup for Contractor Delivery Determine required lodgement & handover times Receive new/ updated schedules from carriers Develop & maintain carrier lodgement schedules Monitor carrier services & provide corrective action Assess disputed/ late consignments Pre-Production Processing at Facility Transport Facility Management Time and Attendance Monitoring & Control Review Facility Performance & implement improvements Licensee Outbound Operations Inspection of outbound product Prepare licensee consignment for despatch Capture outbound volumes and events Despatch outbound product via licensee carrier Planning & Scheduling Staffing & Rostering Manage Consolidate Orders Stream orders into production batches Manage batch containers prior to pick up Create & Maintain Facility NCR-Code Plans Estimate Production Volumes Plan & Schedule Production Operations Monitor Order Processing Review Facility Performance & imp. improvements Quality Control Dock Management Corrective Action for Transport & Delivery Materials Receipt and Verification Inspection of inbound materials Process “Under Bond” Materials Process Hazardous Materials Handover Materials to Warehouse Receive Transfers at Facility Transfers Damage Check Slotting / Sequencing Interleaving Pre-Mould Verify Slippage Adjustment Batch Alignment for Moulding Capture Processing Events Process Service Requests Process Requests Process Other Requests Process Payment for Service Handle Customer Complaints & Inquiries Receive & record notification of problems Investigate & resolve problems Report Status of Order Handle general inquiries Support Customer Bulk Orders Advise customer of bulk-order issues Manage Customer Order Quality Support customer bulk orders Prepare Customer Transfer Plan Transfer Production Prepare Transfer Data Prepare Transfer Production Prepare Transfer Documentation Consumable Tools Management Specify Tools requirements Acquire & Locate Consumable Tools Maintain inventory of Consumable Tools Manage & perform maintenance of Consumable Tools Container & Label Management Specify container requirements Acquire & Supply Containers Manage & perform maintenance of containers Label Policy & Design Manage Label Stock Specify vehicle requirements Vehicle Management Purchase or Lease vehicles (& accessories) Dispose of vehicles Maintain inventory of vehicles Manage contracts with fuel suppliers Monitor payments to fuel suppliers Manage allocation of vehicles to facilities Manage vehicle registration & insurance Prepare claims for diesel & alternative fuel grant Manage maintenance of vehicles Design, Specify & Evaluate New Equipment Purchase/Dispose Equipment & Spares Install & Relocate Equipment Develop Maintenance Strategies Monitor & Optimise Performance & Reliability Ensure Logistics & OH&S Compliance Manage Equipment Configuration Manage Technical Documents & Support Systems Manage Inventory, Repairs & Stores Infrastructure Property Management Specify Property Requirements Acquire Property Dispose of Property Manage Building Administration Establish & Maintain Relationships with Licensees Calculate Revenue due from Licensees Specify materials requirements Acquire & Locate Materials Maintain inventory of Materials Select & Manage Asset Maintenance Service Providers Evaluate & select Asset Maintenance Service Providers Establish & maintain Asset Maintenance Contracts Monitor Service Provider performance Terminate Contract Manage Transport Sub-Contractors Maintain Contractor Service Information Evaluate & Select Transport Contractors Establish & Maintain Transport Contracts Monitor Contractor Performance Manage Payments to Contractors Terminate Contract Select & Manage Agencies Evaluate & Select Agencies Establish & Maintain Contracts with Agencies Monitor Agencies Performance Manage Payments To/From Agencies Terminate Contract with Agency NCR-Code Management NCR-Data Strategy, Policy & Procedures Maintain NCR Information Maintain Machine Configuration Data NCR Configuration Improvement Manage Machine- Specific NCR Configuration NCR Code-Sharing Management & Support Processing Policy, Procedures & Governance Sorting Strategy & Design Develop Processing Plans Measurement of Service Quality Measure Financial Performance Measurement of Resource Utilisation Performance Analysis Production Systems Initiate Project Evaluate Solutions Finalise Project Systems support & maintenance Develop / Enhance System Implement System Determine business systems strategies Systems control & Administration Specify Facility Requirements Model Proposed Solutions Select & Design Preferred Solution Plan & Schedule Facility Development Implement Facility Changes Production Planning Determine prod’n strategy & direction Capacity Planning Investment Planning Legislative Compliance Production Capability Analysis Manage Facility Information Define Costing Reference Data Manage barcoding standards, formats & characteristics Manage central storage of event information Manage inventory of scanners Manage central storage of production volumes Manage Post- Production Operations Plan & Schedule Operations Staffing & Rostering Capture Machine Changes International Carrier Transport Operations Receive inbound containers at origin port Handover outbound containers at destination port Transport bond containers from origin port to destination port Manage Core Business Develop Business Strategies Manage business performance & operations Co-ordinate Projects Develop Business Plans Manage Projects Develop business perf. measures & targets Receive Container from Contractor Drop-Off Receive Misdirected Container from Contractor Deliver Container via Contractor Record errors & notify customer Store articles Verify Customer Pick-up Handle Undeliverables (including missorts) Calculate Priority Delivery Charge Capture Contractor Delivery Events Despatch Container for Contractor Pick-Up Handle delivery vehicle incidents Establish Production Volumes Time and Attendance Monitor Post- Production Operations Corrective Action Review Facility Performance & Implement Improvements NCR-Code Updates Capture Machine Configuration Changes Capture Tool Changes Capture and Notify NCR-Code Changes Equipment Maintenance Plan & Schedule Equipment Maintenance Perform & Reord Equipment Maintenance Correct & Record Equipment Faults & Parts Usage Monitor & Report Maintenance Compliance Modify Equipment Optimise Equipment Performance & Reliability Handle Non-Valid Orders Capture volumes & machine statistics Prepare agency consignments Prepare product for road transport Inward Dock Operations Initial Preparation Move Product between processing steps Order Configuration Capture Order Assemble Order Prepare order documentation Accept Agency Order Capture inbound order events Print & apply agency identifier labels Reconciliation of agency bills & orders Receive Order Lodgement Receive electronic order via internet Process electronic order via email Verify Order Preparation & Streaming Handle Rejected Orders Capture Order information Process Payment for Order Handover Order to Transport Driver Capture actual acceptance events Finance Provide Financial Analysis & Direction Support Business Cases Produce budgets & forecasts Manage Financial Policy & Procedures Record & monitor expenditure Human Resources Succession Planning Recruitment Maintain employee records Occupational Health & Safety Operational Training Leave Staff Development Industrial Relations Administration Facility Administration General Administration Perform & Manage Stores Function Manage Technical Documents Maintain Technical Help Desk Capture Consolidation Events Accept Inbound Requests
- 41. Functional Business Model • Model is hierarchy of four levels of business • Function, Process, Activity, Task • diagram shows Function, Process, Activity only • Map each project, application onto Model • visually highlighted overlaps between projects • data overlaps indicate possible ‘multiple sources of truth’ and other data-quality issues • gaps indicate possible gaps in IS support • also may indicate potential new projects • example: support for quality-system corrective-action
- 42. Functional Cost Model • Overlay on Functional Business Model • full cost-breakdown to level-3 (Activity) • aggregate costs for each Function, Process • Map costs to Activity, project, application • enables ‘what-if?’ analysis • “what cost reductions could we achieve if…?” • enables more precise targeting of projects • high-cost project targeted on low-value Activity? • combined high-cost projects overlapping Activity? • no applications supporting high-value Activity?
- 43. Business Systems Model Determine prod’n principles & policies Accept from Contractor Capture Order Assemble Order Prepare order documentation Handover order documentation to transport driver Accept Agency Order Receive inbound order from agency Record agency order violations Capture inbound order events Print & apply agency identifier labels Reconciliation of agency bills & orders Materials Management Outbound Manage Core Business Develop Business Strategies Develop Business Plans Manage Relationship with Licensees Verify Order Handover Order to Transport Driver Capture actual acceptance events Co-ordinate Projects Inbound Receive Order Lodgement Accept at Customer Location Accept at Facility Receive electronic order via internet Process electronic order via email Verify Order Preparation & Streaming Handle Rejected Orders Capture Order information Process Payment for Order Customer Process Production Management Support Construct Facilities & Equipment Production Operations Machine Preparation Moulding production events Manual Preparation Human Resources Succession Planning Develop & maintain Dangerous Goods policies & procedures Recruitment Maintain employee records Occupational Health & Safety Capture Operational Training Staffing & Rostering Corrective Action for Leave Time and Attendance Processing Administration Finance Maintain Prod’n Structure Information Define terminology, & codes Licensee Outbound Operations Inspection of outbound product Prepare licensee consignment for despatch Capture outbound volumes and Despatch outbound product via licensee Provide Financial Analysis & Direction Support Business Cases Maintain inventory of containers Processing Strategies Pre-Production Processing at events carrier Produce budgets & forecasts Manage Financial Policy & Procedures Facility Record & monitor expenditure Transport Check and prepare vehicle Road Transport Operations Drop Off Orders & empty containers Handle vehicle incidents (breakdowns, re-fuel, etc.) Capture transport run events Drive transport vehicle between locations Pick Up Orders & empty containers Staff Development Manage Consolidate Orders Create & Maintain Facility NCR-Code Plans Estimate Production Volumes Plan & Schedule Production Operations Monitor Order Processing Review Facility Performance & imp. improvements Quality Control Dock Management Corrective Action for Transport & Delivery Process Service Requests Process Requests Process Other Requests Process Payment for Service Handle Customer Complaints & Inquiries Receive & record notification of problems Investigate & resolve problems Report Status of Order Handle general inquiries Support Customer Bulk Orders Advise customer of bulk-order issues Manage Customer Order Quality Support customer bulk-orders Prepare Customer Transfer Plan Transfer Production Prepare Transfer Data Prepare Transfer Production Prepare Transfer Documentation Consumable Tools Management Specify Tools requirements Acquire & Locate Consumable Tools Maintain inventory of Consumable Tools Manage & Perform maintenance of Consumable Tools Container & Label Management Specify container requirements Acquire & Supply Containers Manage & Perform maintenance of containers Label Policy & Design Manage Label Stock Specify vehicle requirements Vehicle Management Purchase or Lease vehicles (& accessories) Dispose of vehicles Maintain inventory of vehicles Manage contracts with fuel suppliers Monitor payments to fuel suppliers Manage allocation of vehicles to facilities Manage vehicle registration & insurance Prepare claims for diesel & alternative fuel grant Manage maintenance of vehicles Equipment Management Property Management Specify Property Requirements Acquire Property Dispose of Property Manage Building Administration Establish & Maintain Relationships with Licensees Calculate Revenue due from Licensees Specify materials requirements Acquire & Locate Materials Maintain inventory of Materials Select & Manage Asset Maintenance Service Providers Evaluate & select Asset Maintenance Service Providers Establish & maintain Asset Maintenance Contracts Monitor Service Provider performance Terminate Contract Order Management Facility / Infrastructure Planning and Design Attendance & Rostering Transport Operations Facility / Infrastructure Development Operations Planning & Scheduling Customer Billing & Payment Operations Monitoring & Control NCR-Code Management Service Provider Management Customer Service Management Event Information Management Product Delivery Production Operations Facility Asset Management Facility Information Performance Management Production Strategy System Development & Support Management Property Management Out of scope Complete preparation of orders into consignments Commence carrier service Carrier staff verify consignment details & hand over consignment to contractor Lodge consignments with carrier Verify / accept consignment Visit "trans-ship" port Complete carrier service Receive & verify consignments Handle consignment exceptions Separate and store containers etc. in preparation for transport to facility Domestic Carrier Transport Operations Transport Facility Management Time and Attendance Monitoring & Control Review Facility Performance & implement improvements Planning & Scheduling Staffing & Rostering Check & Prepare Delivery Vehicles Document Handover to Transport Driver Operate Vehicle for Transport Runs Deliver Container to Customer Capture Non-Contractor Delivery Events Drop Off / Pick Up at Facility Depot Handle Customer Returns Planning & Monitoring of Carrier Services Determine required lodgement & handover times Receive new/ updated schedules from carriers Develop & maintain carrier lodgement schedules Monitor carrier services & provide corrective action Assess disputed/ late consignments Capture Machine Changes Plan & Schedule Operations Staffing & Rostering International Carrier Transport Operations Receive inbound containers at origin port Handover outbound containers at destination port Transport bond containers from origin port to destination port NCR-Code Updates Capture Machine Configuration Changes Capture Tool Changes Capture and Notify NCR-Code Changes Manage Post- Production Operations Establish Production Volumes Time and Attendance Monitor Post- Production Operations Corrective Action Review Facility Performance & Implement Improvements Setup for Non-Contractor Delivery Handle delivery vehicle incidents Setup for Contractor Delivery Receive Container from Contractor Drop-Off Receive Misdirected Container from Contractor Deliver Container via Contractor Record errors & notify customer Store articles Verify Customer Pick-up Handle Undeliverables (including missorts) Calculate Priority Delivery Charge Capture Contractor Delivery Events Despatch Container for Contractor Pick-Up Facility Administration General Administration Industrial Relations Manage Transport Sub-Contractors Maintain Contractor Service Information Evaluate & Select Transport Contractors Establish & Maintain Transport Contracts Monitor Contractor Performance Manage Payments to Contractors Terminate Contract Select & Manage Agencies Evaluate & Select Agencies Establish & Maintain Contracts with Agencies Monitor Agency Performance Manage Payments To/From Agencies Terminate Contract with Agency NCR-Code Management NCR-Data Strategy, Policy & Procedures Maintain NCR Information Maintain Machine Configuration Data NCR Configuration Improvement Manage Machine- Specific NCR Configuration NCR Code-Sharing Management & Support Processing Procedure, Policies & Governance Processing Strategy & Design Develop Processing Plans Manage Facility Information Define Costing Reference Data Manage barcoding standards, formats & characteristics Manage central storage of event information Manage inventory of scanners Manage central storage of production volumes Performance Management Measurement of Service Quality Measure Financial Performance Measurement of Resource Utilisation Performance Analysis Production Systems Initiate Project Evaluate Solutions Finalise Project Systems support & maintenance Develop / Enhance System Implement System Determine business systems strategies Systems control & Administration Facility / Infrastructure Design & Development Specify Facility Requirements Model Proposed Solutions Select & Design Preferred Solution Plan & Schedule Facility Development Implement Facility Changes Production Planning Determine prod’n strategy & direction Capacity Planning Investment Planning Legislative Compliance Production Capacity Analysis Develop business perf. measures & targets Receive Transfers at Facility Transfers Damage Check Slotting / Sequencing Interleaving Pre-Mould Verify Slippage Adjustment Batch Alignment for Moulding Capture Processing Events Materials Receipt and Verification Inspection of inbound materials Process “Under Bond” Materials Process Hazardous Materials Handover Materials to Warehouse Equipment Maintenance Handle Non-Valid Orders Prepare agency consignments Prepare product for road transport Inward Dock Operations Initial Preparation Move Product between processing steps Machine Production Order Configuration Stream orders into production batches Manage batch containers prior to pick up Manage business performance & operations Manage Projects Accept Inbound Requests Design, Specify & Evaluate New Equipment Purchase/Dispose Equipment & Spares Install & Relocate Equipment Develop Maintenance Strategies Monitor & Optimise Performance & Reliability Ensure Logistics & OH&S Compliance Manage Equipment Configuration Manage Technical Documents & Support Systems Manage Inventory, Repairs & Stores Infrastructure Capture Consolidation Events Capture volumes & machine statistics Plan & Schedule Equipment Maintenance Perform & Reord Equipment Maintenance Correct & Record Equipment Faults & Parts Usage Monitor & Report Maintenance Compliance Modify Equipment Optimise Equipment Performance & Reliability Perform & Manage Stores Function Manage Technical Documents Maintain Technical Help Desk Layout and content is identical to Functional Business Model Colour-codes for business-system ‘clusters’ Same colour-coding is used in detail-models, Information Systems Model
- 44. Business Systems Model • Shows clusters on Functional Business Model • clustered activities perform similar functions or share a lot of information • each cluster is called a business system • Groups together activities that are likely to be supported by the same information systems • leads to purchase or development of computer systems that do not overlap in functionality • Overview model: colour-coded Function Model • Detailed model for each Business System • model includes text descriptions of business systems
- 45. Business System detail Business System Model – Production Operations (Main Facility) Machine Preparation Transport Operations containers of product machinable product machinable product production plan completed product non machinable product rejected product non-valid orders non machinable product production plan Complete preparation of consignments Transport Operations product volumes & machine statistics Event Information Management machine statistics material flow data flow production statistics Manual Preparation Move Product between processing steps Moulding Facility Information mould plan pre-moulded product completed product Handle Non-Valid Orders product in containers completed product Facility Information machine statistics Inward Dock Operations Order Configuration containers of product product for road transport agency / licensee consignments tagged product consignment ready for handover to carrier Prepare agency consignments Prepare product for road transport Operations Planning & Scheduling plans and schedules result image production configuration production configuration product for agency non-valid orders all activities Order Management accepted order (where acceptance occurs at same location) pre-coded orders NCR-Code Management machine-specific configuration machine-specific configuration licensee consignments product plans, Initial Preparation Machine Production Operations Monitoring & Control Corrective Action all activities Icons indicate process-types: Manual processes Machine processes IT-based processes Mixed processes
- 46. Information Systems Model Performance Management NCR-Code Management NCR-Code Management Customer Service Management Product Service Performance Reporting & Asset details Network nodes, product path Vehicle statistics Transport Service Demand Central Management of Event Information NCR-code data Similar overall layout to Functional Business Model Same colour-coding as Business Systems Model Machine-code Management NCR-Code Management Services Process Transfer Order pre-mill before mould (unrepresented Business Systems assumed to need no Information System support) Machine- Configuration NCR-Code Software Approval NCR-Code file NCR Configuration NCR-Code Machine-class data Machine-code Requests for new code-sets Operations Monitoring & Control Production Monitoring (Inb’d / Outb’d) Transport Monitoring Production Monitoring (Processing) Order Management Automated Transfer Preparation Transfer Quality Management Customer Order Quality Assurance Prepare Transfer Production Generate Planned Transfer Data Barcode issues Transfer volumes (planned & actual) Accept Request Customer Accept Other Request Partner Items Management Core service details Other service details Customer details Service performance by product Analysis Infrastructure Performance Reporting & Analysis Production Performance Performance Reporting (Inbound/ Outbound) Facility Performance Reporting (Processing) Transport Performance Reporting Inbound/outbound performance Processing performance Transport performance Infrastructure performance, performance measures & targets Performance details Service provider details & arrangements Production Processing Operations post-mould Milling Machine Manage Customer Transfers Shaping Machine Pre-Despatch Moulding Produce Container Labels Robot Transfer Auto- Rectify Pre-Sort Machine Manage Materials Storage partial mould rectified mould tag and pre-sort Tray Management System Facility Asset Management Fleet Management Facility Asset Inventory Management Facility Asset Maintenance Management Scanner Management Spare Parts Management Facility Asset Asset details Asset maintenance faults & parts usage Vehicle details Scanner details Materials details & parts usage Parts re-supply & distribution Facility Information Management Maintain Basic Reference Data Maintain Costing Reference Data Maintain Facility Structure Production Plans Management Reference data Basic reference data Costing reference data Network nodes, product path Reference Data Production Structure Product plans Operations Planning & Scheduling Determine Production Volumes Production Volume Forecasting Production Planning (Inb’d/Outb’d) Transport Scheduling Production Planning (Processing) Plans & Schedules Daily plans (inb’d / outb’d) Daily plans (processing) Daily volume forecasts Expected volumes (from orig. facility or bulk orders) Volumes expected from processing facility (today) Daily volume forecasts Work requirements (ongoing & ad hoc) Transport schedules Service Provider Management Service Provider Management Service Provider Licensee Management Maintain Geographic Information & Maps Facility / Infrastructure Planning & Design Attendance & Rostering Rostering Time & Attendance & Labour Usage Daily Rosters Attendance & Rostering Daily Rosters Attendance & actual labour usage Event Information Management Production volumes & machine statistics Capture Transport Run Events Capture Production Events Capture Prod’n Volumes and Machine Statistics Machine & Asset Event Transport events Production events Events Onboard Vehicle Data Capture Facility Modelling & Optimisation Machine Records Machine statistics Corrective Action Management Counter Order Delivery Management Missort & Reject Analysis Counter order details Network nodes, product path Information Systems Integration Report Service Status to Customer Customer details Operations Process Outbound Transport Customer Interface Customer Accept Facilities Manage Production (or across all functions) Plans & schedules Attendance & labour usage Events Events Service Provider performance Attendance & labour usage Facility information Facility information, production plans NCR-codes and machine configurations Facility information Facility information & reference data Track events Asset costs, unavailability, faults Production volumes & events Lodgement volumes & events Asset maintenance performed by service providers Service provider events Carrier arrangements Asset availability Product volumes NCR & production plans Asset events NCR-codes and machine configuration Issues Issues Transport incidents
- 47. Information Systems Model • Identifies chunks of IT functions required to support each Business System • each chunk is an information system • Information systems do not imply what IT application will be used • describe broadly what we want IT apps to do • Define information systems for the whole without reference to existing IT applications, to ensure: • apps perform functions that make sense to do together • apps do not overlap in functionality • apps cover all the functionality we require
- 48. Practice: Clustering Foryour present change-processes… • Do you use a clustering-model to guide mapping of interdependencies, and inter-project scheduling, in the roadmap? • If yes, what clusters do you use? With what boundaries? For what purposes? • If no, what differences might the use of a clustering-model make? Review potential usage in your change-process.
- 49.
- 50. A spectrum ofuncertainty ORDER (a sense of ‘the known’) UNORDER (a sense of ‘the unknown’) We need governance that can adapt to work with the full spectrum.
- 51. One of thehardest parts of working with uncertainty is to build the right balance between known and unknown - between backbone and edge.
- 52. A spectrum ofservices
- 53. Backbone and edge order (rules do work here) unorder (rules don’t work here) fail-safe (high-dependency) safe-fail (low-dependency) analysis (knowable result) experiment (unknowable result) Waterfall (‘controlled’ change) Agile (iterative change) BACKBONE EDGE
- 54. Backbone, domain andedge order unorder BACKBONE fail-safe (high-dependency) EDGE safe-fail (low-dependency) plan actual Waterfall (‘controlled’ change) Agile (iterative change) Mixed (guided change) analysis (knowable result) DOMAIN experiment (unknowable result)
- 55. Choices: Everything weplace in the backbone is a constraint on agility; anything we omit from the backbone may not be dependable. It’s not an easy trade-off…
- 56. Vision and values are always part of the backbone: values as ‘shared-services’.
- 57. A spectrum ofservices also implies a spectrum of governance: governance of governance itself.
- 58. Practice: Stability Foryour architecture project-portfolio… • Which elements and services fit more in backbone, domain or edge? • What governance should be applied to each: Waterfall, Agile, Mixed? • If Mixed, how would the appropriate mix be identified and governed? Use your answers to guide design-choices
- 59.
- 60. Everything changes Whichmeans we’ll need to design for change – design for change, not against it
- 61. Pace-layering (and more) Different elements change at different rates – from days to decades. Different elements have different lifetimes – from nanoseconds to centuries. Different elements reference other elements that have different rates of change, and different lifetimes. It gets kinda complicated…
- 62. We need governance. (Okay, it’s not a popular word... but we do have to face it, otherwise nothing works...)
- 63. Waterfall? or Agile? or what? (the only thing that’s certain is that one-size-doesn’t-fit-all...)
- 64. A practical answer: All of them, together (Waterfall, Agile and Mixed) again using the architecture-pattern of backbone and edge...
- 65.
- 66. Practice: Change Foryour architecture and its roadmap… • How does each element change over time, and why? • How do you manage migration into and out of the backbone? • What governance is needed to manage this, and governance of governance itself? Use your answers to guide governance-choices
- 67. Planning for uncertainty and complexity
- 68. “Let’s take aquick SCAN of this…” Complicated Ambiguous Simple Not-known NOW! certain uncertain before
- 69. Making sense ofcomplexity Use context-maps such as SCAN to identify what may or must change what is or is not certain how these vary over time and what to do with each
- 70. Plan versus action before NOW! ‘Complicated’ PLAN edge of action ACTION ‘Simple’ certain uncertain
- 71. “No plan survivesfirst contact with Reality Department”
- 72. Plan and action before NOW! ‘Complicated’ PLAN rules and action) ACTION ‘Simple’ (we need feedback loops between plan realities certain uncertain
- 73. Theory and practice before NOW! THEORY What we plan to do, in the expected conditions What we actually do, in the actual conditions PRACTICE certain uncertain
- 74. Theory and practice before NOW! “In THEORY, there’s no difference between theory and practice… …in PRACTICE, there is!” certain uncertain
- 75.
- 76. How can we control all of this?
- 77. Short-answer: we can’t. ‘Control’ is itself mostly an illusion…
- 78. Take control! Imposeorder! “Insanity is doing the same thing and expecting different results” (Albert Einstein) ORDER (IT-type rules do work here) certain uncertain
- 79. Order and unorder “Insanity is doing the same thing and expecting the same results” (not Albert Einstein) ORDER edge of uncertainty (IT-type rules do work here) UNORDER (IT-type rules don’t work here) “Insanity is doing the same thing and expecting different results” (Albert Einstein) certain uncertain
- 80. Same and different A quest for certainty: analysis, algorithms, identicality, efficiency, business-rule engines, executable models, Six Sigma... SAMENESS (IT-systems do work well here) An acceptance of uncertainty: experiment, patterns, probabilities, ‘design-thinking’, unstructured process... UNIQUENESS (IT-systems don’t work well here) certain uncertain
- 81. A bunch ofsimilar spectra… predictability unpredictability high-probability low-probability standardised customised unique high-dependability low-dependability reusability bespoke low rate of change high rate of change
- 82. Certain and uncertain before NOW! ‘Complicated’ (EVALUATE) (we need feedback loops between analysis and experimentation) ‘Ambiguous’ (EXPERIMENT) questions edge of uncertainty answers certain uncertain
- 83. Complexity includes themessuch as wicked-problems
- 84. Tame- and wicked-problems • definable formulation • each essentially same • finite dependency • static ‘solution’ • outcome is true/false • clear end-point (‘finite-game’) ‘TAME’ (‘control’ can work here) • no definable formulation • each essentially unique • infinite dependency • dynamic ‘re-solution’ • outcome good/not-good • no clear end-point (‘infinite-game’) ‘WICKED’ (‘control’ can’t work here) certain uncertain
- 85. Use the rightmodels for each domain... don’t mix them up!
- 86. Think VUCA: •Volatile • Uncertain • Complex • Ambiguous
- 87. Many meanings of ‘Complexity’… (and of ‘Chaos’ or ‘Chaotic’, too) – we need to embrace them all (not make the Simplistic assertion that only one kind is ‘the real complexity’…)
- 88. Complexity: they’re bothright… Roger Sessions: “eliminate complexity!” (Simple Iterative Partitions; Snowman) SAMENESS (most IT-type models do work well for this) John Seddon: “embrace complexity!” (Vanguard Method; ‘failure-demand’) UNIQUENESS (most IT-type models don’t work well for this) certain uncertain
- 89. NOTE: ‘self-similar’ isnot the same as ‘the same’… ‘high-probability’ does not mean ‘will always happen’… ‘low-probability’ does not mean ‘will never happen’…
- 90. Use the righttactics for each domain... don’t mix them up!
- 91. The real challenge… CC-BY-NC-SA grrrl via Flickr “Accept the burden of uncertainty… be comfortable with being uncomfortable.”
- 92. Linking it alltogether NOW! ‘Complicated’ (EVALUATE) rules edge of action ‘Simple’ (ENACT) ‘Ambiguous’ (EXPERIMENT) principles edge of realities innovation ‘Not-known’ (EXPLORE) questions edge of uncertainty answers fears edge of panic options news certain uncertain before
- 93. Common themes ineach domain order unorder SIMPLE (enact) regulation rotation (rules) NOT-KNOWN (explore) reframe rich-randomness (principles) COMPLICATED (evaluate) reciprocation resonance (algorithms) AMBIGUOUS (experiment) recursion reflexion (patterns, guidelines) NOW! plan actual certain uncertain before
- 94. Practice: Complexity Foryour enterprise-architecture roadmap… • What are the inherent-uncertainties within the scope of your current business-change? • How do you distinguish between inherent-uncertainty, versus mere poor execution? • How do you work with the uncertainty and complexity, rather than trying to ‘control’ it? Use your answers to guide governance-choices
- 95. Budgeting for uncertainty: Using a ‘decision-dartboard’
- 96. Budgeting: time andcost Projects on the roadmap need budgets of time and cost – yet which also allow for interdependencies, uncertainties, pace-layering and other variances ‘Decision-dartboard’ is an adaptation of SCAN to help with this type of budgeting, developed by Kai Schlüter at Danfoss
- 97. SCAN framework orderunorder SIMPLE (enact) regulation rotation (rules) NOT-KNOWN (explore) reframe rich-randomness (principles) COMPLICATED (evaluate) reciprocation resonance (algorithms) AMBIGUOUS (experiment) recursion reflexion (patterns, guidelines) NOW! plan actual certain uncertain before
- 98. SCAN as ‘decision-dartboard’ order unorder NOW! plan actual certain uncertain before NOT-KNOWN “don’t know if it’s possible” budget as risk with predefined exit-condition (unknown time/cost/result) COMPLICATED “will require calculation” budget as pre-assessed estimate (variant time/cost, known result) AMBIGUOUS “assess for best option” budget as Agile-type experiment-series (known time/cost, variant result) SIMPLE “we know how to do this” budget as predefined item (known time/cost/result)
- 99. Practice: Budgeting Throweach task at a ‘decision-dartboard’… • Simple: “we know how to do this” • identify fixed cost, time, and required result • Complicated: “will require calculation” • identify expected variance in time and cost • Ambiguous: “assess for best option” • identify options to assess, time/cost budget • Not-known: “don’t know if it’s possible” • identify risk-tolerance, initial-budget and go/no-go Use your answers to guide schedule/budget choices
- 100.
- 101. It’s always aboutpeople… CC-BY AllBrazilian via Wikimedia
- 102. Why skills areneeded… What is always going to be uncertain or unique? What will always be ‘messy’? (‘Messy’ – politics, management, inherent-uncertainty, wicked-problems, ‘should’ vs ‘is’, etc.) What will need new interpretation and understanding? Wherever these occur, we’re going to need human skill…
- 103. How can we control all of this?
- 104. Short-answer: we can’t. ‘Control’ is itself mostly an illusion… …especially wherever people are involved in the story…
- 105.
- 106. DON’T WORRY: Yes,‘control’ is an illusion… but influence is not an illusion… That’s why politics, soft-skills and respectful relations are so important here…
- 107. One important proviso: you’ll need support ‘from the top’… - probably all the way to senior executive - …you’ll need that authority, to bridge across silos, talk with anyone, and more. (Without that high-level support, this change-journey may well be going nowhere…)
- 108. ‘The Dance ofChange’ Peter Sengé et al. (Nicholas Brealey Publishing, 1999; ISBN 1-85788-243-1) Describes the key ‘people-issues’ that arise during transformative change, and what to do about them
- 109. ‘The Dance ofChange’ • The challenges of initiating • Not enough time • No help (Coaching and support) • Not relevant • Walking the talk • The challenges of sustaining • Fear and anxiety • Assessment and measurement • True-believers and non-believers • The challenges of redesigning and rethinking • Governance • Diffusion • Strategy and purpose
- 110. The role ofconsultants External-consultants are useful to help in building the skillsets and competence of architects and other internal-consultants… but that need for deep social-networks within the organisation usually makes it unwise to use external-consultants to do the architecture-governance itself.
- 111. Practice: People Forthe change-context of your roadmap… • Who are the stakeholders in this change? • What soft-skills do you need, for this to work well? Do you have these skills? • What are the politics and relations you need – all the way from ‘the top’ to ‘the bottom’? • How will you manage the Dance of Change? • What appropriate role for consultants here? Use your answers to guide governance-choices
- 112. People: Building thestory
- 113. Simple changes haveroadmaps like city streets… …that story of change is quite easy to describe and explain… …mapped out in terms of (time)-horizons and simple cross-dependencies
- 114. Large-scale change is more like setting out to explore an uncharted ocean… …it needs a different kind of planning… …a different kind of story…
- 115. A real example Major business-transformation project (c.5 years, US$100mil) Model developed by and provided courtesy of Ondrej Gálik
- 116.
- 117. Essentials for thejourney… Platform for change: tools, systems, processes, models, records, funds, resources People for change: skills, experience, teamwork, commitment; tools for sensemaking, decisions, governance Guidance for change: maps of the known (as-is) and ideal (to-be); rules, principles, navigation, ‘guiding-star’
- 118.
- 119. Arriving in thenew land…
- 120. Practice: Change-story Fora current transformation-project… • How would you create a sense of urgency and desire for change – a ‘burning land’? • What are the fundamentals for the journey – the ‘ship’, the platform for change; the ‘crew’ and their skills; the map, the compass, the guiding-star? • How would the story show how to traverse through uncharted waters – and any ‘here be dragons’ places? • How would you describe how to know when you’ve arrived at the right destination? How would you describe your EA change-story?
- 121. Summary: EA Roadmaps • Interdependencies • maturity-model, clustering, backbone and edge, pace-layering • Complexity and uncertainty • Plan and action, order and unorder, volatility, tame vs wild • Scheduling and budgeting • Backbone and edge, ‘decision-dartboard’ • Engaging people in change • Soft-skills and politics, ‘the dance of change’, governance • Creating a shared-story • ‘Burning lands’, across uncharted waters, safe harbour
- 122. Any insights fromthis? CC-BY-ND-SA ores2k via Flickr
- 123. “What’s the story?” Thank you!
- 124. Further information: Contact:Tom Graves Company: Tetradian Consulting Email: tom@tetradian.com Twitter: @tetradian ( http://twitter.com/tetradian ) Weblog: http://weblog.tetradian.com Slidedecks: http://www.slideshare.net/tetradian Publications: http://tetradianbooks.com Books: • The enterprise as story: the role of narrative in enterprise-architecture (2012) • Mapping the enterprise: modelling the enterprise as services with the Enterprise Canvas (2010) • Everyday enterprise-architecture: sensemaking, strategy, structures and solutions (2010) • Doing enterprise-architecture: process and practice in the real enterprise (2009)