The document discusses the need for enterprises to have flexible and responsive business processes and systems to rapidly respond to changing market conditions. It outlines how enterprise architecture, when done properly, can help organizations manage complexity, change, and rapidly develop solutions by defining reusable business components. The document recommends taking a component-based approach using good engineering practices to define generic and decomposable business components based on primitive business models in order to support flexible solutions that satisfy business requirements.

1. Elizabeth Erwin Senior Consultant RP International Session Title: Getting from Enterprise Architecture To Processes Implementation

2. 2008 BUSINESS ENVIRONMENT GLOBAL ECONOMY Rapidly Changing Market Place Greater Complexity COMPETITIVE EDGE requires: - Rapid Response to the Market Place Higher Quality Product Lower Price Market Intelligence

3. NEEDS OF THE BUSINESS MAKING REQUIRES A COMPETITIVE EDGE

4. DYNAMIC BUSINESS MODEL and FLEXIBLE, RESPONSIVE Processes & Systems RAPID MARKET RESPONSE TIMELY & COST EFFECTIVE QUALITY PRODUCT DELIVERY REQUIRES

5. OBJECTIVES of Enterprise Architecture HOW TO: - Support The Business Needs Manage Complexity Manage Change Rapidly Assemble Solutions

6. What Has Not Worked Methods Tools “ IT MAKES ONE WONDER IF THERE ACTUALLY IS A TECHNICAL SOLUTION TO THE PROBLEM!!!” John Zachman Enterprise Architecture Conference London June 2006

7. Why Haven’t They Worked Is there anything wrong: - with them? Probably Not the way they are used? Probably Yes Do we use them to Visualize a Real World 3D View of the Business? Probably Not Can they manage COMPLEXITY Probably Not Are we using the Right Tool for the right Job? Probably Not

8. What Can Help? The Framework for Information Architecture Follow Good Engineering Practices Guidelines to Manage Scope Define Generic, Decomposable Business Components Construct PRIMITIVE Business Models

9. THE ABSTRACT ENTERPRISE

10. Many Views of The Enterprise Your VIEW of WHAT is going on, depends on: - What area of the business you view it from. What are the needs of your part of the business. What function you need a business component to perform. What Type of transactions you initiate.

12. ENTERPRISE VIEW

13. Business Entity ENTERPRISE VIEW BILLING Location Marketing Strategy External Compliance Message Product Account Finannce Network Element offered to offered by contact address is sends payment recieves bill noted as contracts for manages plans utilizes sets value requires Party

16. Good Engineering Practices Determine WHAT is needed before you start building it. Manage Scope Identify from the General to the Specific Design Generic Reusable Components that support Solution Assembly Generic Components will be parameter & transaction driven Constantly validate against the Primitive Models Business requirements

17. Component Def: - Contributing to the composition of the whole Enterprise Component Business Component - multiple layers, as many as needed Solution / Scenario Assembly WHAT satisfies the Business Requirements Transaction(s) Detail processing thru the Solution / Scenario

18. Defining Components Business Components = Sub Contractors Focus on WHAT NOT HOW Maintain Function Borders “ Not My JOB”

19. WHAT ( Engineering Practices ): - What is the Job ? & Not my Job concepts Information I/P is required? Are the Resources require? Are the Deliverables ? Information O/P is required? MAGIC !!!!

20. Derived from ITIL Change Standards

21. IMPACT ASSESSMENT OBJECTIVE To ensure clear identification of all Impacted parties & network elements to support risk evaluation and customer communications RESPONSIBILITY Impact Assessment Check List: - Network / Technical Impact Assessment must be accomplished via a dialogue with the appropriate Technical Sub-Domain to ensure the most technically effective solution design. The following should be detailed for each Change: - - ID impacted: - systems, applications, services - evaluate adverse impact probability for each of the above - very high, high, medium, low, zero - ID impacted customers the adverse impact probability - Specify the type(s) of impact(s): - - including any possible mitigations, such as fail-over to resilient side - locations affected - how any customer may be impacted - or other business areas Note: - A complete a risk assessment for each specific change

23. Conclusions The Enterprise if Virtual & 3 Dimensional Each Perspective into it sees a Different View because the are doing different work Enterprise Architecture is about ENGINEERING Generic Reusable Components to support a FLEXIBLE RESPONSIVE BUSINESS You can start with defining a piece of the Enterprise – Vertical Slice

24. SO what do I do when I get home? Work on Changing the way people see the business. Follow the WHAT not HOW rules in work shops Pick a small project and give it a try Stick to the Vertical Slice borders Find a Stake Holder & an experienced Mentor If you have an engineer (mechanical, electrical, network) talk to them about how they build things

25. Will it be Easy? Not at First!! Will it be Worth it? YES Examples GE engine assembly project Satellite company Reuse of Business Knowledge

26. You know the way forward . Thank You! Elizabeth Erwin Senior Consultant RP International Contact Information: +44 (0)7921-454-171 [email_address]