Pragmatic recommendations for leveraging Enterprise Business Architecture (EBA) to avoid common pitfalls of ERP/CRM projects. While there is ample literature on the theory and concepts of Enterprise Business Architecture, this talk distills recommendations gleaned from actually having tried to apply EBA on Sun Microsystems "IBIS" project. This multi-year, multi-deployment program impacted more than 250 business processes spanning virtually all of Sun\'s core value streams: Concept-to-Offering, Campaign-to-Sales Order, Order-to-Cash, Supply Chain Plan-to-Stock, Issue-to-Resolution, and Financial Accounting-to-Reporting. It targeted more than 50% of Sun\'s entire application portfolio for replacement. The presentation describes how EBA can be leveraged to avoid the cost overruns, schedule slips, and missed business expectations that are often encountered on ERP/CRM implementation efforts.
The latest version of the TOGAF standard has special emphasis on Business Architecture, Digital Trends, and Business Transformation beyond IT. Stuart Macgregor takes us through some of these changes to the TOGAF® 9.2 standard and discuss how they will benefit us.
More and more, Organizations are considering off-premise hosting and cloud solutions for enterprise solutions. Other Organizations have strict policies to ensure critical and sensitive corporate systems stay within internal walls. This sessions explores what options are available for EPM solutions, including Oracle’s newly announced Planning and Budgeting on the Cloud Service.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
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
The latest version of the TOGAF standard has special emphasis on Business Architecture, Digital Trends, and Business Transformation beyond IT. Stuart Macgregor takes us through some of these changes to the TOGAF® 9.2 standard and discuss how they will benefit us.
More and more, Organizations are considering off-premise hosting and cloud solutions for enterprise solutions. Other Organizations have strict policies to ensure critical and sensitive corporate systems stay within internal walls. This sessions explores what options are available for EPM solutions, including Oracle’s newly announced Planning and Budgeting on the Cloud Service.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
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
After unnecessary complexity has been reduced from the problem being solved, the scope of the solution to the problem is governed by the complexity of the problem. Complexity is needed to handle and process complexity. Systems acquire or accrete unnecessary complexity over time as originally unforeseen exceptions or changes are incorporated. It may be possible to reduce complexity by collapsing/compressing/combining/consolidating elements and by removing non-value-adding, duplicate, redundant activities. When unnecessary or accreted complexity in the problem being solved has been removed, you are left with necessary complexity that must be incorporated into the solution. Simple problems do not have complex solutions. Complex problems do not have simple solutions. The complexity factor of the proposed solution must match the complexity factor of the problem being resolved. Many system implementation and operational failures arise because of failure to understand and address the core complexity of the problem.
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.
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]
Integrated Project and Solution Delivery And Business Engagement ModelAlan McSweeney
Projects are a continuum from initial concept to planning, design, implementation and management and operation of the implemented solution (and ultimate decommissioning) and across IT and business functions.
Therefore it is important to have an integrated project delivery approach that crosses these core dimensions.
This describes an integrated approach to solution delivery encompassing Stages - project stages/timeline, Activities - IT and business functions/ roles/ activities, Gates - project review and decision gates and Artefacts - project results and deliverables. This combines project management into all other aspects and activities of project and solution delivery:
• Business
• Business Analysis
• Solution Architecture
• Implementation and Delivery
• Test and Quality
• Organisation Readiness
• Service Management
• Infrastructure
It emphasises early business engagement and solution definition and validation to detail a solution that meet a clear and articulated business need that will deliver a realisable and achievable set of business benefits. It ensures that the complexity of what has to be delivered is understood so there is a strong and solid foundation for solution implementation, delivery and management and operation.
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
Look at Oracle Integration Cloud – its relationship to ICS. Customer use Case...Phil Wilkins
This is a presentation about Oracle Integration Cloud (ICS) and Oracle Integration Cloud Service - the relationship between the two products. We also look at customer use cases and what lead to an ICS based recommendation and what would we recommend now OIC has been made available
Removing the barriers to business transformation with ArchiMateCorso
Typical Entry Points for Enterprise Architecture
What is ArchiMate?
How ArchiMate helps business transformation
Current tools used to manage business transformation
After unnecessary complexity has been reduced from the problem being solved, the scope of the solution to the problem is governed by the complexity of the problem. Complexity is needed to handle and process complexity. Systems acquire or accrete unnecessary complexity over time as originally unforeseen exceptions or changes are incorporated. It may be possible to reduce complexity by collapsing/compressing/combining/consolidating elements and by removing non-value-adding, duplicate, redundant activities. When unnecessary or accreted complexity in the problem being solved has been removed, you are left with necessary complexity that must be incorporated into the solution. Simple problems do not have complex solutions. Complex problems do not have simple solutions. The complexity factor of the proposed solution must match the complexity factor of the problem being resolved. Many system implementation and operational failures arise because of failure to understand and address the core complexity of the problem.
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.
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]
Integrated Project and Solution Delivery And Business Engagement ModelAlan McSweeney
Projects are a continuum from initial concept to planning, design, implementation and management and operation of the implemented solution (and ultimate decommissioning) and across IT and business functions.
Therefore it is important to have an integrated project delivery approach that crosses these core dimensions.
This describes an integrated approach to solution delivery encompassing Stages - project stages/timeline, Activities - IT and business functions/ roles/ activities, Gates - project review and decision gates and Artefacts - project results and deliverables. This combines project management into all other aspects and activities of project and solution delivery:
• Business
• Business Analysis
• Solution Architecture
• Implementation and Delivery
• Test and Quality
• Organisation Readiness
• Service Management
• Infrastructure
It emphasises early business engagement and solution definition and validation to detail a solution that meet a clear and articulated business need that will deliver a realisable and achievable set of business benefits. It ensures that the complexity of what has to be delivered is understood so there is a strong and solid foundation for solution implementation, delivery and management and operation.
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
Look at Oracle Integration Cloud – its relationship to ICS. Customer use Case...Phil Wilkins
This is a presentation about Oracle Integration Cloud (ICS) and Oracle Integration Cloud Service - the relationship between the two products. We also look at customer use cases and what lead to an ICS based recommendation and what would we recommend now OIC has been made available
Removing the barriers to business transformation with ArchiMateCorso
Typical Entry Points for Enterprise Architecture
What is ArchiMate?
How ArchiMate helps business transformation
Current tools used to manage business transformation
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Eoin Woods, CTO at Endava, provides insights into what we mean by agility and explores why successful Agile Transformation initiatives go beyond the development teams, in a whitepaper that discusses the six aspects of an organisation that need to evolve to achieve true agility.
When implementing a new business application, most organizations feel they need to choose between “build” versus “buy”. Building your own application means everything is possible, but building complex applications is a risky venture. Buying a standard application provides all the advantages of pre-configuration, but has limited flexibility. Although most organizations prefer standard applications, they end up adapting them, leading to high cost of ownership, and long change cycles.
However, a third approach has emerged, reconciling the differences between build and buy. Model-driven applications come with an out-of-the-box configuration, as would be expected of a packaged business application, yet it can be adapted without development effort.
The main characteristic of a model-based application is that the business rules and business logic are not stored within the application, but are defined, stored and maintained in a user-accessible repository. Making changes in that repository then automatically leads to changes in the application.
The paper focuses on strategy, organization and cultural aspects of managing model-driven business applications, such as Be Informed.
This session will explore both the strategic and practical aspects of how the DBA role is impacted with the adoption of DevOps. Firsthand experiences from a DBA and the organizational learning gained during these transitions will be featured during the presentation.
EOS Prospect (Target Market): What Makes a Good One?Traction Masters
The presentations provides an overview of the Entrepreneurial Operating System (EOS), the EOS Model, the EOS Process, EOS Target Market Clients, Common EOS Client Frustrations, the 5 Leadership Abilities, and an introduction to Jonathan Smith a Certified EOS Implementer.
EOS, the Entrepreneurial Operating System, is a set of timeless business principles and real-world tools that help Entrepreneurs get what they want from their businesses. By mastering this simple “way of operating,” leadership teams of growth-oriented companies systematically and permanently improve. EOS is a proven system with over 10 years of history and is in use in more than 610 companies. It consistently helps companies achieve more revenue growth and more profit, and also delivers a better balance of life to company owners and leaders.
EOS Model – A visual illustration of the Six Key Components.
EOS Process – A visual illustration of the proven process used by an EOS Implementer to help a leadership team master EOS.
Target Market – A clear definition of your organization’s ideal prospects. It defines the demographic profile (who are they?), the geographic profile (where are they?) and the psychographic profile (how do they think?) of those people or organizations most likely to become your best customers.
Hitting the Ceiling – The inevitable phenomenon of getting “stuck” during periods of growth and change. Leaders who master the Five Leadership Abilities become proficient at helping their companies, their departments, and even themselves break through the ceiling.
Five Leadership Abilities – Five essential skills that help leaders break through the inevitable ceilings they hit at three levels – organizationally, departmentally, and personally. The Leadership Abilities are - Simplify, Delegate, Predict, Systemize and Structure.
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.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
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.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
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
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.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
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The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
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However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
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In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Elevating Tactical DDD Patterns Through Object Calisthenics
Enterprise Business Architecture in Practice -- Leveraging EBA for Success on Large-Scale CRM/ERP Implementations
1. Enterprise Business Architecture in Practice --
Leveraging EBA for Success on Large-Scale CRM/ERP
Implementations
Steve Melville May 6, 2010
Denver, Colorado
2. Disclaimer
• This presentation stems from an internal project conducted
within Sun Microsystems prior to Sun's acquisition by Oracle.
• It is intended for information purposes only, and may not be
incorporated into any contract. It is not a commitment to
deliver any material, code, or functionality, and should not be
relied upon in making purchasing decisions.
• The development, release, and timing of any features or
functionality described for Oracle’s products remains at the
sole discretion of Oracle.
May 6, 2010 Slide 2
3. Objectives:
• Demonstrate how Enterprise Business
Architecture (EBA) can be leveraged to
increase likelihood of success on very large
scale CRM/ERP implementations
• Focus is on pragmatic recommendations
distilled from our experiences on Sun
Microsystems' “IBIS” project.
May 6, 2010 Slide 3
4. Sun Microsystem's “IBIS” Project
• Believed to be one of the larger CRP/ERM
implementations ever attempted.
• Multi-year, multi-deployment effort aimed at streamlining
Suns' business and consolidating its application portfolio.
> Number Business Processes Impacted = 285, spanning virtually all of Sun's core value streams:
Concept-to-Offering, Campaign-to-Sales Order, Order-to-Cash, Supply Chain Plan-to-Stock, Issue-
to-Resolution, and Financial Accounting-to-Reporting.
> Number of Sun Applications Targeted for EOL = 513 (>50% of Sun's entire portfolio)
> Number of Oracle eBusiness Suite (EBS) modules targeted for deployment = 74 (76% of 11i EBS)
> Number of RICE Objects > 950, 417 Reports, 213 Interfaces, 88 Conversions, 232 Extensions
> Number of program team members (peak) = 1,074
> Number of Internal Users > 30,000
> Number of Partner Companies Impacted > 3,000 (including Selling Partners, Suppliers, External
Manufacturers, Logistics Providers, Banks, Export Control, Repairs Partners)
> Deployment Architecture: single global instance comprised of Oracle eBusiness Suite (11.5.10):
> Mid-Tier: 50 Sun Fire T2000 servers (total: 1.6 TB memory)
> Data Tier: 4 Sun Fire E25K servers + 1 StorEdge 9990 + 1 STK 6540 Storage Array
> Production OLTP Database Size (>6TB as of 8/1/2009) and growing!
May 6, 2010 Slide 4
5. Beware!
• Large scale CRM/ERP implementations are HIGH RISK
undertakings due to:
> Disruptive Effects on Your Entire Business Ecosystem
> High Cost of Implementation
> High Likelihood of Schedule and Budget Overruns
• According to Panorama Consulting's 3-year study of more
than 1,300 ERP implementations published in 2008*:
> 93% of ERP projects take longer than expected
> 65% cost more than expected
> 79% deliver less than half of the expected business benefits
*Full report available at: http:www.panorama-consulting.com/2008ERPReport.html
May 6, 2010 Slide 5
6. Key Pitfalls
• Inability to manage the organizational change necessary
for success
> Unclear understanding of where you are, where you want to be,
and why you want to be there (unclear definition of success)
• Ineffective program organization
> Teams -- overlaps and gaps between program teams
> WBS -- failure to understand dependencies in work breakdown
structure
> Program information – the information gathered and created by
the program is not organized for traceability or easy retrieval
• Late surprises
> Key business requirements that don't surface until late in the
game force re-work and schedule delays
May 6, 2010 Slide 6
7. Leveraging EBA
• An Enterprise Business Architecture (EBA) provides
a customer-centric and holistic view of the
enterprise and a business view of your CRM/ERP
project
• This talk will focus on ways to leverage EBA to
➢ Manage Organizational Change
➢ Organize Your Program for Agility
➢ Avoid Late Surprises
May 6, 2010 Slide 7
8. The Change is LARGER
Than You Think!
● Metrics targeted for improvement
The change ● Applications targeted to replace or introduce
you intended ● Business Processes targeted for re-engineering
● Metrics which must not be degraded
● Applications upstream from applications being
replaced, that must be modified to create
different outputs
● Applications downstream from applications
being replaced that must deal with different
inputs
● New / changed application interfaces (no
“dangling wires”!)
Side-effects ● Business Processes that must be modified to
of the create different artifacts
implementation ● Business Processes that must be modified to
itself handle different artifacts as inputs
An organization's ability to manage change is one
An organization's ability to manage change is one
of the main gating factors for success
of the main gating factors for success
9. Managing Organizational Change
Managing organizational change requires knowing
where you are, where you want to be, and why
Transition Transition
Keep
From To
Organization's
Organization's Desired
Current Capabilities
Capabilities
Where we Where we
are today want to be
Looks pretty simple, right?
May 6, 2010 Slide 9
10. The reality at most organizations
Transition Transition
Keep
From To
Organization's
Current Organization's
Capabilities Where we Desired
Where we
are today? want to be? Capabilities
You can't clearly define success if you are fuzzy about where
You can't clearly define success if you are fuzzy about where
you are and where you want to be
you are and where you want to be
May 6, 2010 Slide 10
11. Knowing Where You Are
• Why Model “As-Is” state?
> Helps identify opportunities for improvement
> Helps to identify real problems rather than pet theories
> Helps bring to light “hidden” requirements
> Helps identify change targets – i.e., roles that will be impacted by process
changes
> Provides a baseline against which changes can be defined – knowing the
“the deltas” greatly aids business readiness activities
• Some risks of modeling current state
> Delays “getting on with the solution”
> Costs time (delaying value realization) and money
> Can get bogged down in “analysis paralysis”
> Modeling current state forces thinking down the same ruts -- may stifle
innovation
> Is throw-away – why create a blueprint of a building just before you knock
it down?
Recommendation: Initially, model current state
Recommendation: Initially, model current state
at Business Architecture level, rather than Business Process level
at Business Architecture level, rather than Business Process level
(but leverage Business Process level models if they exist)
(but leverage Business Process level models if they exist)
May 6, 2010 Slide 11
12. 1
What's an Enterprise Business Architecture ?
• A single common Enterprise-Wide framework that focuses on how
value is generated for customers by your company and it's
partners.
• An Enterprise Business Architecture (EBA) is composed of an
integrated set of models, expressed through a set of views that
define your Value Stream Elements and the business artifacts
required and produced through those value streams.
• These models and views also depict the relationships that Value
Stream Elements and Business Artifacts have with each other
and:
> with External Business Entities (e.g., customers, suppliers)
> with your internal organization structures (i.e., your org chart)
> with your business strategies and goals and the change
programs intended to drive improvements
> with other elements of your Enterprise Architecture (e.g.,
Application Architecture, Information Architecture, etc.)
1
Refer to Enterprise Business Architecture: The Formal Link between Strategy and Results, Ralph Whittle and Conrad B.
Myrick for more information about EBA.
May 6, 2010 Slide 12
13. Building The Enterprise Business
Architecture
• The EBA is rigorously derived via an integrated
set of models, expressed via a set of views.
• What follows are excerpts from a few of these views
to illustrate some key points.
> Enterprise Entity View – the “outside in” view
> Value Stream Group View – ties “outside in”
views to the end-to-end flows of how value is
delivered
> Value Stream Architecture View – begins to show
how work flows within your enterprise
> Sub-Value Stream Architecture View – the
connection to Business Processes
May 6, 2010 Slide 13
14. EBA Enterprise Entity View is “Outside In”
“External Entity”
“External Entity”
e.g., Customer,
e.g., Customer,
Business Artifacts
Business Artifacts Supplier, Selling
Exchanged Customer Supplier, Selling
Exchanged Partner
Partner
Between Entities
Between Entities
C R R C R
<<tangible>> <<tangible>> <<tangible>> <<via phone>> <<via phone>>
<<electronic>> <<electronic>> Product <<via web>> <<via web>>
Inbound Sales Order Shipment Service Service Request
Purchase Order Confirmation Request Resolution
C
R C R C
“C” designates
“C” designates
outputs “created”
outputs “created”
“R” designates
“R” designates
inputs “received”
inputs “received”
Sun
Microsystems, The “Enterprise Entity”
The “Enterprise Entity”
Inc (i.e., Your Enterprise)
(i.e., Your Enterprise)
viewed at this level as aa
viewed at this level as
“black box”
“black box”
Focus is on your interactions with your customers...
Focus is on your interactions with your customers...
not your internal processes
not your internal processes
May 6, 2010 Slide 14
15. Value Stream Group View
Customer
C R R C R
<<tangible>> <<tangible>> <<tangible>> <<via phone>> <<via phone>>
<<electronic>> <<electronic>> Product <<via web>> <<via web>>
Inbound Sales Order Shipment Service Service Request
Purchase Order Confirmation Request Resolution
C
R C R C
Value
Value
Stream “Balancing &
“Balancing &
Stream $ $
Leveling”
This view “peaks inside” the
This view “peaks inside” the
VS-22 VS-31
Leveling”
ensures all
VS-22 VS-31 ensures all
Enterprise Entity, mapping
Enterprise Entity, mapping
Inbound PO
Inbound PO Issue
Issue Business
Business
To To Artifacts from
Value Stream
Value Stream
inputs and outputs toResolution
To
Shipment
Shipment Value
To
inputs and outputs to Value
Resolution
Artifacts from
Enterprise View
Enterprise View
Group we're
Group we're
peaking
Streams
Streams $ $ are tied to some
are tied to some
peaking VS
VS
inside
inside VG-2 Customer Centric Group
Sun Microsystems, Inc
Value Stream Elements are characterized by the
Value Stream Elements are characterized by the
transformations they drive (inputs to outputs)
transformations they drive (inputs to outputs)
May 6, 2010 Slide 15
16. Value Stream Architecture View
Customer
C R
C R
<<via phone>> <<via phone>>
<<via web>> Service <<via web>> Service Request
Service Request Service Request Resolution
Request Resolution
R C
R C
Business
$
Artifacts SVS-310 Intermediate $
created by Service Artifact SVS-312 Sub-Value
other Value Request Accepted Stream
Streams To SR
Now we will “peak<<electronic>> the Issue-to-
C inside” R
Accepted To
Resolution
Resolution ValueAccepted Service reveal how
$
SR
Stream to
Request $
work flows within your enterprise
R R R C
Value Stream
we're <<electronic>> <<electronic>> <<electronic>>
“Peeking Install Service Service
Inside” Base Contract Knowledge
VS-31 Issue to Resolution
VS-31 Issue to Resolution
“Peeking inside” the VS begins to reveal how work flows
“Peeking inside” the VS begins to reveal how work flows
within your enterprise in support of your external flows Slide 16
within your enterprise in support of your external flows
May 6, 2010
17. Example Data Lexicon
Product Install Base Service Contract Level
Asset Contract
Line [0..1] of Service Related
Related
Business
Business
entitled [0..1] ▲ Data Objects
Data Objects
Serviced asset [1] ▲ LOS for [0..n] ▼
SR's [0..n] ▼
contract [1] ▲
SR's [0..n] ▼ Customer
service address [1] ► Address
◄ address for [0..*]
Service
Business Request Customer
Business Primary contact [1] ►
Contact
Data
Data
◄ contact for [0..*]
Object
Object S:Created
SR Number [0..1] S: Accepted
Business
Business
[0..1]
S: Closed - Resolved Data
Data
Request Date
S: Canceled
States
States
Problem [0..1]
Business
Business
Description
Business Data Rules
Data
Data Severity [0..1]
Business Term Definition Meaning
Attributes
Attributes
Expected [0..1] Accepted Service A Service Request for which Reflects a state of the Service
Response Time Request Problem Description, Request in which all necessary
Serviced Asset, Entitled information has been gathered
Actual [0..1] Level of Service, Service to begin resolution of that
Response Time Address, and Primary service request.
DATA LEXICON – Contact have been
SERVICE Expected [0..1] determined.
Resolution Time
REQUEST Service Request
Resolution
A Service Request in a
Closed - Resolved state.
Reflects a state of the Service
Request in which the
Last Modified On: 15-Mar-2010 Actual [0..1] customer's issue has been
Last Modified By: Steve Melville
Precise specification of the informational content of
Resolution Time resolved to the customer's
Precise specification of the informational content of satisfaction.
Business Artifacts is defined in Data Lexicon Models.
Business Artifacts is defined in Data Lexicon Models.
May 6, 2010 Slide 17
18. Sub-Value Stream Architecture View
Customer
This Business Process
transforms “Service Requests”
received via the phone into
C “Accepted Service Requests”
C
<<via phone>>
<<electronic>> Service
Business Service Request
Request
Process
R
R P-2740
Accept SR
Via Phone $
C
P-1202 <<electronic>> Accepted
“Peaking inside”
Accept SR a Sub-Value Stream Service
C Accepted
Request
R
SR
To
Via Web
connects us to the Business Process
R R Resolution
$
Sub-Value R R Level
Stream <<electronic>> <<electronic>>
We're Install Service
“Peeking Base Contract
Inside”
SVS-310 Service Request To Accepted SR
The “leaf” of the Value Stream Hierarchy defines the scope (inputs and
The “leaf” of the Value Stream Hierarchy defines the scope (inputs and
outputs) of your Business Processes (from which BPMN models can start)
outputs) of your Business Processes (from which BPMN models can start)
May 6, 2010 Slide 18
19. Value Stream & Process Hierarchy
Value Stream Elements may be organized into a
Value Stream Elements may be organized into a
Value Stream Hierarchy
Value Stream Hierarchy
Sun Microsystems, Inc. (SMI) Entity SMI Country/
Analogous "Google Maps" Level of Detail
Contintent
Value Stream Architecture Elements
$ $ $
Group Country
Aggregates
VG
VG$
VG
VG$
... VG
VG$
4.9"
$ $
Value Streams VS VS
Region
$ $
Sub-Value $ $ $ $
State
SVS SVS SVS SVS
Streams $ $ $ $
Business BP BP City
Process BP BP
Process Neighborhood
BP-80 Level 1 BP-80 Level 1
Process
Models
(+) (+) (+) (+)
Role
Role
Steps 1.2 1.3 1.2 1.3
2.34"
Role
Role
(+) (+)
1.7 1.7
BP-80 Level 2..n BP-80 Level 2..n BP-80 Level 2..n BP-80 Level 2..n Blocks /
Process
Houses
Role
Role
Role
Role
1.2.1 1.2.3 1.2.1 1.2.3 1.2.1 1.2.3 1.2.1 1.2.3
Sub-Steps
Role
Role
Role
Role
1.2.2 1.2.2 1.2.2 1.2.2
May 6, 2010 Slide 19
20. Upper Levels of a Value Stream Hierarchy
Sun
Microsystems,
Inc
$ $ $ $
VG-1
VG-2
VG-1
VG-2
VG-2
VG-2
VG-2
VG-2
VG-3
VG-2
VG-3
VG-2
VG-4
VG-2
VG-4
VG-2
Strategic
Customer
Strategic
Customer Customer
Customer
Customer
Customer Business
Customer
Business
Customer People
Customer
People
Customer
Centric
Visioning
Centric Centric
Centric
Centric Centric
Enabling
Centric Centric
Caring
Centric
Visioning Centric Enabling Caring
$ $ $ $
$ $ $ $ $ $ $
VS-10 VS-11 VS-12 VS-32 VS-50 VS-51 VS-55
Insight Concept Initiative Resolution Strategy Plan Accounting
to to to to to to to
Strategy Retirement Results Knowledge Plan Stock Reporting
$ $ $ $ $ $ $
$ $ VS-21 $ VS-22 $ VS-23 $ $ $
VS-20 VS-31 VS-80 VS-81
Campaign Sales Order Order
Relationship Issue Recruit Hire
to to Fulfillment
to to to to
Sales Fulfilled to
Partnership Resolution Hire Separate
$ Order $ Lines $ Cash $ $ $ $
May 6, 2010 Slide 20
21. Function Hierarchy vs. Value Stream Architecture
“Function Hierarchies” Value Stream Architecture
> Can be used to classify > Can be used to classify
processes into buckets. processes into buckets.
> Functional Hierarchies are > Value Stream Hierarchies* are
imposed rigorously derived
> Don't explicitly demonstrate: > Value Stream Architecture
> How value is delivered to Models explicitly show:
the customer > How value is delivered to the
> How work flows through customer
your organization > How work flows through your
> Dependencies between organization
processes > Dependencies between
processes
*using EBA balancing and leveling techniques
May 6, 2010 Slide 21
22. Knowing Where You Want to Go
#1 Reason CRM Initiatives Fail:
#1 Reason CRM Initiatives Fail:
Companies Can't Effectively Define Success11
Companies Can't Effectively Define Success
Top 3 Reasons CRM Initiatives (Still) Fail – And How to Avoid Them, Pivotal CRM,
1
http://www.bitpipe.com/detail/RES/1244603771_296.html?asrc=HR_HRL
May 6, 2010 Slide 22
23. Clearly Define Success
• Don't just list the possible benefits, be specific about which
benefits you are committed to achieving
• Baseline current state
> Define clear, specific, measurable metrics for each Value Stream.
> Value Stream Architecture models aid in the transformation of
Value Stream metrics to process KPI's
> The rigorous decomposition of Value Streams into Sub-Value
Streams and of Sub-Value Streams to Business Processes
allows identification of finer-grained measures and performance
indicators with clear traceability to the higher level metrics
> Use current measures against those metrics as your baseline.
• Define success in terms of specific, measurable changes
in these key metrics.
May 6, 2010 Slide 23
24. Example: Value Streams and Metrics
$ $ $
VS-11
VS-11 VS-21
VS-21 VS-31
VS-31
Concept
Concept Campaign
Campaign Issue
Issue
to
to To
To To
To
Retirement
Retirement Sales Order
Sales Order Resolution
Resolution
$ $ $
Time-to-Market Quote Conversion Rate Issues Per Product
Quote-to-PO Duration (Sales Cycle) Delivery Cost per Service Request
Margin % of SR's with Response Time
Key Metrics Within SLA
Booking Time % of SR's with Resolution Time
Within SLA
Booking Transactional Cost
●
●Metrics organized by Value Stream
Metrics organized by Value Stream
● Establish Baseline and Target Values for Key Metrics the project is intended to
● Establish Baseline and Target Values for Key Metrics the project is intended to
impact as a more precise definition of “success”
impact as a more precise definition of “success”
> Example: Improve “% of SR's with Response Time Within SLA” by 20%
> Example: Improve “% of SR's with Response Time Within SLA” by 20%
without increase in “Delivery Cost Per Service Request.”
without increase in “Delivery Cost Per Service Request.”
● Traceability between Value Streams, Sub-Value Streams, and Business Processes
● Traceability between Value Streams, Sub-Value Streams, and Business Processes
allows these high-level targets to be decomposed into lower level KPI's
allows these high-level targets to be decomposed into lower level KPI's
May 6, 2010 Slide 24
25. Leveraging EBA
• An Enterprise Business Architecture (EBA) Provides
a customer-centric and holistic view of the
enterprise and a business view of your CRM/ERP
project
• This talk will focus on three ways to leverage EBA
✔ Manage Organizational Change
☞Organize Your Program for Agility
➢ Avoid Late Surprises
May 6, 2010 Slide 25
26. Organizing Your Program For Agility
• To be effective, the team members, work activities, and
information associated with large scale CRM/ERP projects
must be organized effectively
• Ineffective program organization results in:
> Overlaps and gaps between program teams = churn, rework
> Work Breakdown Structure (WBS) fails to reflect dependencies =
unrealistic schedules, delays, rework
> Information gathered and created by the program is not organized for
traceability or easy retrieval = inefficiency, rework
> “Unstable” organizing principle -- teams, WBS, and information
groupings get out of sync every time business changes = lack of agility,
higher cost, strands investment
• Can we organize program information effectively to avoid
these consequences?
May 6, 2010 Slide 26
27. What's Your Organizing Principle?
Some Candidate Pro's Con's
Organizing Principles
by Application + more natural for developers -- doesn't match business flows,
(Module) Groups -- high likelihood of gaps
-- unstable (apps come and go!)
by Business + more natural for "sponsors" -- doesn't match business flows,
Organizational Unit -- high likelihood of gaps,
-- unstable (reorg's happen!)
by Business Function + often close to "sponsors" -- doesn't match business flows
view -- high likelihood of gaps
+ more stable than org
structure
by Value Stream + matches business flows, -- cross-functional may not be as
Element + matches effective “units of natural for sponsors, especially
implementation” in functionally siloed
+ gaps much less likely organizations
+ stable
May 6, 2010 Slide 27
28. Value Stream Hierarchy is Backbone
• The upper (architectural) levels of the Value Stream Hierarchy
are quite stable – changing only as a result of specific, large-
scale process re-engineering efforts (whereas re-orgs only
require pushing around lines on the org chart!)
• The Value Stream Hierarchy provides the backbone to which
other elements can be attached.
• Value Stream Elements:
> are realized by Business Processes
> are expected to meet Program objectives, Metrics and Measures
> are supported by Logical Software Components (i.e., applications
and services)
> address Business Requirements
> have contributions from and are stewarded by Organizational
Units
> are tested by Test Plans and Test Scripts
> and provide organization for Project Plan Work-Breakdown
Structures (WBS) and Program Teams
May 6, 2010 Slide 28
29. Leverage Your Investment
• Large Scale CRM/ERP projects require you to make a
significant investment in understanding your organization
and your solution
> Business Process Models and Requirements
> Design Specs
> Technical Specs
> Functional, Technical, and Deployment Architectures
> Project Plans, Work Breakdown Structures
> Program Rosters, Teams
> Test Plans, Scripts, Results
> Success Criteria
• Is this work “throw-away” or can we leverage this
investment throughout and beyond the life-cycle of
the project?
May 6, 2010 Slide 29
30. Our initial approach to managing this info
• Via hundreds (literally) of disconnected documents...
> Impacts:
> little traceability between levels
> expensive to build high-level views (so we rarely do!)
> little or no navigation across relationships
> tie to goals/requirements is ad hoc and hard to visualize or
analyze
> very difficult to analyze from multiple viewpoints.
> rippling changes (e.g., to goals) through multiple documents is
prohibitively expensive and time-consuming
• ... and a handful of disconnected repositories and tools
> Impacts:
> little traceability between levels
> little or no navigation across relationships
> redundant data entry (= higher cost + time)
May 6, 2010 Slide 30
31. Transform How You Manage Info
From To
• Document-Centric • Model-Centric
Information is “hostaged” in While the need for documents
documents – making re-use and won't go away...focus on managing
analysis of this information
difficult models rather then publishing
documents.
• Leverage Enterprise Architecture Tool(s) to maintain models in a
common repository capable of generating multiple viewpoints. Use
web publishing to enable broad distribution.
• On IBIS we defined an Info Map to define the structure and semantics
for program information
• An EBA Meta-Model White Paper is being worked on jointly by Steve
Melville and Ralph Whittle, expected to be published in May, 2010.
May 6, 2010 Slide 31
32. Organizing Information with Info Map
<- tested by [0..n]
tests {1..n] -> <- supports [1..n] Business publish
Business supported by{1..n] ->
<- applies to [0..1] Requirement Master
Goals should address{1..n] -> (and Fit/Gap) Reqmt & Gaps
List (MRGL)
addressed by ->
Master ( Reqm Name)
<- addresses
<-has goals
<- gap resolved by [0..1]
goal for ->
Process Scope
E2E List resolves {1..n] ->
publish
Process
Flows
link Application
Business <- implemented by [1..n] System
Process Element implements [1..n]-> Gap (non 11i)
(e.g., Value Stream <-plays role in [1..n] Resolution
Workflow, Process) actors [1..n]-> (GR Name)
Oracle 11i
<- test case for
<- input for
<- output from
Process
test case ->
input ->
Module
output ->
link Role link
Configuration
Gap Spec
Resolution BR.100
Process BR.030
Business MD-120
Definition
Artifact BP.080 implemented by [1..n] -> MD-70
(Data or Physical) <- implements [1..n] RICE
MD-51
Elements
link
test case -> Report MD-120
Test <- test case for
Test MD-70
Scenario or MD-50
Script link Scripts & Interface link
Scenarios
(TE-40) MD-120
Data CV-60
publish Conversion link CV-40
Master
LEGEND RICE Scope
Source of Truth:
List Extension
Info Map EA Tool link
MD-120
link MD-70
Last Revised: 08-Sep-2009 RICE
By: Steve Melville MD-50
Tracker
Version 2.0 Source of Truth:
Collab Library
May 6, 2010 Slide 32
33. Leveraging EBA
• An Enterprise Business Architecture (EBA) Provides
a customer-centric and holistic view of the
enterprise and a business view of your CRM/ERP
project
• This talk will focus on three ways to leverage EBA
✔ Manage Organizational Change
✔ Organize Your Program for Agility
☞Avoid Late Surprises
May 6, 2010 Slide 33
34. Use Outside-In Approach
• Application-Centric, Organization Centric, or Process Centric
approaches are Inside-Out.
> They make it easy to plunge into detailed designs...
> But they make it difficult to see the things you should be
working on, but aren't!
> Gaps don't surface until late in test cycles – when they are
expensive to correct and cause schedule delays
• As noted earlier, EBA is Outside-In
> Value Streams provide an End-to-End view of how value is
delivered.
> End-to-End views reduce risk of gaps – and also are helpful in
constructing end-to-end test cases
May 6, 2010 Slide 34
35. Define Primary Scope of Your Program in
Clear
Terms of Value Stream Elements
Sun
= In Scope
Microsystems,
Inc
= Out of Scope
$ $ $ $
VG-1
VG-2
VG-1
VG-2
VG-2
VG-2
VG-2
VG-2
VG-3
VG-2
VG-3
VG-2
VG-4
VG-2
VG-4
VG-2
Strategic
Customer
Strategic
Customer Customer
Customer
Customer
Customer Business
Customer
Business
Customer People
Customer
People
Customer
Centric
Visioning
Centric Centric
Centric
Centric Centric
Enabling
Centric Centric
Caring
Centric
Visioning Centric Enabling Caring
$ $ $ $
$ $ $ $ $ $ $
VS-10 VS-11 VS-12 VS-32 VS-50 VS-51 VS-55
Insight Concept Initiative Resolution Strategy Plan Accounting
to to to to to to to
Strategy Retirement Results Knowledge Plan Stock Reporting
$ $ $ $ $ $ $
$ $ VS-21 $ VS-22 $ VS-23 $ $ $
VS-20 VS-31 VS-80 VS-81
Campaign Sales Order Order
Relationship Issue Recruit Hire
to to Fulfillment
to to to to
Sales Fulfilled to
Partnership Resolution Hire Separate
$ Order $ Lines $ Cash $ $ $ $
Of course, this can and should be extended to Sub-Value
Of course, this can and should be extended to Sub-Value
Stream and Business Process levels
Stream and Business Process levels
May 6, 2010 Slide 35
36. Leverage Model Relationships
• The interconnection of Value Stream Elements via the Business
Artifacts they create and require forms a dependency graph.
• Use this dependency graph to derive secondary scope. -- i.e., the
additional Value Stream Elements and Business Processes on
which the primary scope depends – or which have dependencies
on the primary scope.
• Leverage additional model relationships to define primary and
secondary scope:
> The Logical Software Components (applications or services) being
replaced, added, or impacted.
> The enterprise data (lexicon elements) required or created
> The organizations affected by the Change Program.
> The scope of Program Teams responsible for executing the Change
Program
May 6, 2010 Slide 36
37. Leveraging EBA to Avoid Waste
IBIS scope covered ~285 distinct business processes... we needed to
IBIS scope covered ~285 distinct business processes... we needed to
understand how they all fit together.
understand how they all fit together.
Without Business Architecture With Business Architecture
• Overlaps = wasted effort, contention, • No overlaps = enables teams to work
re-work in parallel with less integration risk
• Gaps = schedule risk, rework • No gaps = avoids late surprises/ re-
work
• Unclear dependencies =
schedule/budget risk -- more meetings • Clear dependencies = teams know
with more people required to resolve when/where to integrate, enables
dependencies, rework if dependencies construction of E2E scenarios
not discovered soon enough
May 6, 2010 Slide 37
38. Summary
• An Enterprise Business Architecture (EBA) provides a customer-
centric and holistic view of your enterprise and a business view of
your CRM/ERP project
> Helps you understand and manage organizational change
> Provides a framework for clear definition of metrics, measures
and expectations for success
> Provides a framework for organizing the vast amount of
information generated by a large CRM/ERP implementation in
a way that enables you to leverage it both during and after
your initial implementation.
> Provides the backbone for traceability between:
> Goals and Objectives
> Process Definitions
> Requirements
> End-to-End Test Scenarios
> Application Systems / Components
> Development Artifacts (Reports, Interfaces, Conversions, Extensions)
> Helps avoid surprises that cause rework and schedule delays
May 6, 2010 Slide 38
39. To Explore Further...
• Let's connect: http://www.linkedin.com/in/stevemelville
• Understand Enterprise Business Architecture
> Enterprise Business Architecture: The Formal Link between Strategy and Results, Ralph Whittle
and Conrad B. Myrick, Auerbach Publications, CRC Press, 2005
> IASA Enterprise Business Architecture Training Class, taught by Ralph Whittle.
> Watch for EBA Meta-Model White Paper by Steve Melville and Ralph Whittle to be published later
this month (May, 2010)
• Other areas where Enterprise Business Architecture can be leveraged:
> Business Architecture: Scenarios & Use Cases:
http://bawg.omg.org/Bus_Arch_Scenario_White_Paper.pdf
• Understand why, what and how of “Outside In” approaches
> Customer Expectation Management: Success Without Exception, Terry Schurter & Steve Towers,
Meghan-Kiffer Press, 2006
> Reorganize for Resilience: Putting Customers at the Center of Your Business, Ranjay Gulati,
Harvard Business Press, 2010
> The “BP Group” on LinkedIn: http://www.linkedin.com/groups?gid=1062077&trk=myg_ugrp_ovr
• Analysis of ERP/CRM projects:
> http:www.panorama-consulting.com/2008ERPReport.html
> Top 3 Reasons CRM Initiatives (Still) Fail – And How to Avoid Them, Pivotal CRM,
http://www.bitpipe.com/detail/RES/1244603771_296.html?asrc=HR_HRL
May 6, 2010 Slide 39