Architecting to Create or Mitigate a DisruptionSriram Sabesan
To be sustainable and to leverage new discoveries, inventions or solution, enterprises either inject a disruption into their market or respond as rapidly as they can. This is a reflection of our model to help the CxOs and Enterprise Architects to create or mitigate impact from disruptive movements
Digital Transformation: Using Open Standards to Accelerate the JourneySriram Sabesan
Extract of slides used in the Webinar. This reflects our management consulting practice and how we use Open Group standards. We fill-in with public research from CISR, Stanford, and SABSA. Full recording available at : https://www2.opengroup.org/ogsys/catalog/D191
(Minimum) Enterprise Viable Product - a relookSriram Sabesan
Building a case and defining the characteristic of an Enterprise Viable Product. There is no minimum threshold - but a different value measure. It is not count of feature-set, but robustness and scale
World class EA - Governor's Approach to Developing and Exercising EA Capabili...Sriram Sabesan
This presentation is a summarization of WhitePaper on the same topic. Get the Whitepaper at:https://publications.opengroup.org/white-papers/w178 and listen to the Webinar at https://publications.opengroup.org/webinars/d205
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Architecting to Create or Mitigate a DisruptionSriram Sabesan
To be sustainable and to leverage new discoveries, inventions or solution, enterprises either inject a disruption into their market or respond as rapidly as they can. This is a reflection of our model to help the CxOs and Enterprise Architects to create or mitigate impact from disruptive movements
Digital Transformation: Using Open Standards to Accelerate the JourneySriram Sabesan
Extract of slides used in the Webinar. This reflects our management consulting practice and how we use Open Group standards. We fill-in with public research from CISR, Stanford, and SABSA. Full recording available at : https://www2.opengroup.org/ogsys/catalog/D191
(Minimum) Enterprise Viable Product - a relookSriram Sabesan
Building a case and defining the characteristic of an Enterprise Viable Product. There is no minimum threshold - but a different value measure. It is not count of feature-set, but robustness and scale
World class EA - Governor's Approach to Developing and Exercising EA Capabili...Sriram Sabesan
This presentation is a summarization of WhitePaper on the same topic. Get the Whitepaper at:https://publications.opengroup.org/white-papers/w178 and listen to the Webinar at https://publications.opengroup.org/webinars/d205
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Supercharge your teams with Value Stream Management by Richard KnasterBosnia Agile
This presentation is on how to supercharge your teams! Value Stream Management (VSM) is a set of lean principles and practices that optimizes people, processes, and technology to continuously improve business value flow, from ideation to customer delivery.
Companies that implement Value Stream Management have seen extraordinary business improvement in car manufacturing, software, financial, and medical industries. Studies show
that very few companies have truly implemented value stream thinking, principles, and practices despite the benefits.
Selecting Approaches to Enterprise Architecturesallybean
This presentation was given at EAC Europe (the premier European Enterprise Architecture conference) in 2010. It shows how some of the ideas of Systems and Complexity Science can be applied to produce a new way of thinking about EA that is accessible to all stakeholders and supports improved communication between people as well as machines
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
The Nielsen Company BI COE: A Case StudyJohn Boyer
Presented at IBM Cognos Forum 2009. a) This case study describes the challenges in designing and implementing a BI COE. You will learn how The Nielsen Company leverages internal staff in the BI COE to support a total of 30,000 employees and a distributed global Cognos development environment.
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
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.
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
Introduction to Business Architecture - Part 2Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1.
This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information.
The objective is to create a realistic and achievable target business architecture to achieve the desired business change.
Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
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
Restarting enterprise architecture in the age of digital transformationJason Bloomberg
In today's world of digital transformation, many organizations are struggling to make Enterprise Architecture (EA) work. Some of the existing frameworks are difficult to implement and do not provide the business agility necessary that is required to succeed with comprehensive digital transformation initiatives.
As a result, EA is now at a crossroads. Traditional approaches and artifacts aren not providing sufficient value. Instead, organizations must rethink the role EA plays and the enterprise architects must think in new ways about how they can add value to their organizations
In this webinar, you will learn
- Key tips to help your CIO see the value of EA
- What needs to be different about EA in a Digital Transformation world
- What you can do today to restart your EA program
The role of enterprise architecture in digital transformationDanny Greefhorst
Enterprise architecture and digital transformation are a great combination. Enterprise architecture provides a structured way to support your digital transformation. It enables you to translate your value proposition to the capabilities and enablers to support it. In provides integration of all relevant aspects; people, process, information and technology. It provides insight, supports planning and shows what is really important.
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
IT Service Catalogs are dangerous. It’s easy to create hundreds of services, fast – with little oversight – and it will kill your Service Catalog initiative. Your customer will see it as inconsistent, complex and confusing – and stop coming. It doesn’t have to be that way. Evergreen shares best practices on creating and using a consistent Service Design Process. It actually saves time, simplifies your work, and gives you consistent quality. And it will make your customers happy.
Visit our website for the recorded webinar where we also demonstrate these best practices in our beautiful and innovative, customer-centric Service Catalog built with ServiceNow.
http://content.evergreensys.com/it-service-catalog-webinar-service-design-process
Creating Value Through Digital Enterprise Transformation
Originally presented to XPX, CT Chapter. We look at what it takes to create value and reduce risk using digital enterprise transformation to improve your business processes, technology, and talent foundations.
Topics covered include building a roadmap, process improvement, systems improvement including ERP, CRM, BI/Analytics, and eCommerce, how to build a global organization, and how to build a professional management team.
Supercharge your teams with Value Stream Management by Richard KnasterBosnia Agile
This presentation is on how to supercharge your teams! Value Stream Management (VSM) is a set of lean principles and practices that optimizes people, processes, and technology to continuously improve business value flow, from ideation to customer delivery.
Companies that implement Value Stream Management have seen extraordinary business improvement in car manufacturing, software, financial, and medical industries. Studies show
that very few companies have truly implemented value stream thinking, principles, and practices despite the benefits.
Selecting Approaches to Enterprise Architecturesallybean
This presentation was given at EAC Europe (the premier European Enterprise Architecture conference) in 2010. It shows how some of the ideas of Systems and Complexity Science can be applied to produce a new way of thinking about EA that is accessible to all stakeholders and supports improved communication between people as well as machines
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
The Nielsen Company BI COE: A Case StudyJohn Boyer
Presented at IBM Cognos Forum 2009. a) This case study describes the challenges in designing and implementing a BI COE. You will learn how The Nielsen Company leverages internal staff in the BI COE to support a total of 30,000 employees and a distributed global Cognos development environment.
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
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.
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
Introduction to Business Architecture - Part 2Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1.
This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information.
The objective is to create a realistic and achievable target business architecture to achieve the desired business change.
Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
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
Restarting enterprise architecture in the age of digital transformationJason Bloomberg
In today's world of digital transformation, many organizations are struggling to make Enterprise Architecture (EA) work. Some of the existing frameworks are difficult to implement and do not provide the business agility necessary that is required to succeed with comprehensive digital transformation initiatives.
As a result, EA is now at a crossroads. Traditional approaches and artifacts aren not providing sufficient value. Instead, organizations must rethink the role EA plays and the enterprise architects must think in new ways about how they can add value to their organizations
In this webinar, you will learn
- Key tips to help your CIO see the value of EA
- What needs to be different about EA in a Digital Transformation world
- What you can do today to restart your EA program
The role of enterprise architecture in digital transformationDanny Greefhorst
Enterprise architecture and digital transformation are a great combination. Enterprise architecture provides a structured way to support your digital transformation. It enables you to translate your value proposition to the capabilities and enablers to support it. In provides integration of all relevant aspects; people, process, information and technology. It provides insight, supports planning and shows what is really important.
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
IT Service Catalogs are dangerous. It’s easy to create hundreds of services, fast – with little oversight – and it will kill your Service Catalog initiative. Your customer will see it as inconsistent, complex and confusing – and stop coming. It doesn’t have to be that way. Evergreen shares best practices on creating and using a consistent Service Design Process. It actually saves time, simplifies your work, and gives you consistent quality. And it will make your customers happy.
Visit our website for the recorded webinar where we also demonstrate these best practices in our beautiful and innovative, customer-centric Service Catalog built with ServiceNow.
http://content.evergreensys.com/it-service-catalog-webinar-service-design-process
Creating Value Through Digital Enterprise Transformation
Originally presented to XPX, CT Chapter. We look at what it takes to create value and reduce risk using digital enterprise transformation to improve your business processes, technology, and talent foundations.
Topics covered include building a roadmap, process improvement, systems improvement including ERP, CRM, BI/Analytics, and eCommerce, how to build a global organization, and how to build a professional management team.
Connecting the Dots: Creating a Sales Driven OrganizationIngram Micro Cloud
This session was designed to change the relationship between the salesperson and the prospect; moving from a transactional sale to a longer term IT relationship is critical in a Cloud/Mobility sale.
• Moving to a Solution Recommendation
• Connecting the 5 business challenges to your solutions
• Building a 24 month client IT Flight Plan
• How Business Guidance Selling changes the game
• Techniques for seamlessly integrating Business Guidance into your organization
• Professional presentation skills
• Personal growth plans for cloud salespeople
• Immediate Action Plans for the Cloud Solutions Salesperson
http://www.ingrammicrocloud.com
Use Collaboration to Solve Your Biggest ChallengesApttus
If you’re working with your team effectively, you can overcome any challenge, whether it is a business problem or one of the world’s great issues. This session will reveal tools and techniques that can make any team of any size more effective. With collaboration, you’ll climb higher, go farther, and achieve more than you ever thought possible.
Pluto7 - Tableau Webinar on enabling Organization to be Data Driven in 201...Manju Devadas
Big Data and BI initiatives needs a holistic strategy and execution. The content walks through how an organization became data driven in less than 6 months with Tableau, Alteryx, Splunk and traditional BI enabled by Pluto7 ( www.pluto7.com )
Building an Adoption Plan: Turning it on(Part 2 of 2)Cisco Canada
Now that you understand what's included in your License agreement, it's time to get your employees excited to turn on the features and start reaping the benefits of your investment. The session will continue our discussion around adoption planning with best practices for employee training & engagement of your collaboration investment. This is a great opportunity to tap into your employees' creativity and empowering them to build new functionalities and applications leveraging devices they already are comfortable with. We will also review how to track utilization and consumption rates so you can reconcile your investment against the productivity gains you will see.
CRM Options for Enterprise Nonprofits - Heller ConsultingHeller Consulting
Leading organizations have upgraded their CRM systems and are realizing the benefits of effective modern solutions. Other organizations have struggled to overcome the obstacles preventing them from adopting new technology. Fortunately, many common barriers to large technology transitions have been removed, and both the variety of options and strategic transition processes have made it easier for organizations to select and implement an efficient CRM system.
If your organization is still getting by with disconnected systems, join this webinar series for a detailed look at the current CRM solution marketplace for enterprise nonprofits. Since 1996 Heller Consulting has been guiding the technology decisions of mid-sized to very large nonprofit organizations. In this webinar Keith Heller shares his experience and perspective on the current enterprise marketplace, identifies the most common barriers, and outlines Heller’s proven approach to planning and selecting a CRM solution that matches organizational goals.
View the video below to learn:
- State of the CRM market for enterprise nonprofits
- Difference between enterprise CRM products and platforms
- How enterprise-level CRM planning is different from smaller organizations
Widely adopted enterprise-level CRM system choices:
- Salesforce’s Nonprofit Success Pack
- Blackbaud’s Enterprise CRM Solutions
- roundCorner’s NGO Connect
- Softrek’s Clearview
- StratusLIVE
- ROI Solutions’ Revolution Online
How to launch an effective CRM selection process
This is the first webinar in this series. In the coming months, we will go into detail on each of the most popular CRM solutions for enterprise organizations.
Shared services - A Strategic Cost Management PlatformSanjay Chaudhuri
Shared Services Platform (as self defining as it can be) promotes the idea of 'sharing' within an organization or group or may also be provided as 3rd party SBU services.
Creating a Single point of contact for all service deliveries, enabling Cost effective solutions, leverage Automation, optimize workforce and the Speed to fulfillment is the key to success of such organizations.
More and more companies are moving to such platforms and the success rate is very high.
Manufacturing, a slow-adopter of Analytics, is now catching up in leaps and bounds. Across all business domains, applying analytics is providing answers to the most critical questions of the business.With exponential expansion of data, data driven insights have become a strategic necessity.
This booklet explores a few use cases of Big Data for manufacturing and how it can be leveraged.
For more info visit: https://www.teamcomputers.com/businessanalytics/Manufacturing/Booklet-Manufacturing-Digital.pdf
Bizagi and Stone Coast Fund Services: How Centers of Excellence Speed Up Digi...Bizagi
The Stone Coast Story – Digital Transformation Webinar Series
Right now digital leaders are using Centers of Excellence (CoEs) to speed up digital change in the enterprise. According to Gartner, “Centers of excellence accelerate the uptake of new technologies and optimize core capabilities with higher efficiency and lower costs.”
In this interactive session you’ll hear the story of hedge fund administration and consulting firm Stone Coast, currently building their CoE team to provide digital leadership, best practices and training in order to embed a culture of process digitization.
View this presentation to explore:
•When a CoE is the right strategy for accelerating progress
•Four practical steps in building your Center of Excellence
•Why Stone Coast Fund Services chose to build its CoE
•Your questions about how to create your own CoE
Chess Not Checkers: A Definitive Architectural Path to Succeed Your Digital T...Sriram Sabesan
By using our Seven Levers Model, Navigate and Agile Architecture Delivery approach we have and we are enabling customers to succeed in their transformation efforts. In this presentation I share our model.
Building and Sustaining EA Capability in Public Sector (non defense)Sriram Sabesan
This webinar is excerpt from the Open Group Guide (https://publications.opengroup.org/guides/architecture/g18c). Provides a set of tricky stakeholders and concerns, do's and don'ts for the sponsor of the EA capability and the Chief Architect.
IASA eSummit Configuring an Agile Method for a Digital EnterpriseSriram Sabesan
A short talk using a hypothetical company that enters the IoT, AR/VR & other modern digital technologies. What factors influence the selection of an Agile Method that can work across software development, device development, mass production, and decisions that drive appropriate investments.
A Practical Approach to Iterate TOGAF ADM and deliver architectureSriram Sabesan
Benefits and Focus of the webinar:
Decision Maker: You will learn how to get the best out of your architecture team
Project / Portfolio Manager: Why architects can be your best friends and help you excel
Implementation Partner: What to demand from good architecture and gain the widest playing field to innovate
Architects: How to position yourself to be the "direction shaper"
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
How to direct your investments for digital transformation
1. How to Direct your
investments for Digital
Transformation
Chasing the Right Architectural Trade-Offs
Sriram Sabesan
1/23/2017 1
2. 1/23/2017 2
04INTRO
+ Traversing the
standards
+ Supporting 4 vectors of
CISR study
+ Creating the Path
Take Aways
Pages 29–23
+ Business Cycle
Alignment
+ Capability-Investment
Continuity
+ Governance for
Transformation
Guiding Trade-Off
03
Pages 24–28
+ Parameters of
Measurement
+ Assessment
+ Customer Centricity
+ System Boundaries
(PACE Variant)
The Method
02
Pages 10–23
+ Characteristics
+ Benefits
+ Challenges
+ Who is & Is not
Digital Transformation
01
Pages 5–9Pages 3–4
What do you get out of this?
3. Your Presenter: Sriram Sabesan
• Sriram Sabesan, Consulting Partner
• 20+ years in Consulting
• Active in improving architecture profession
• IEEE
• Customer eXperience & IASA
• Active in Open Group
• Board of The Open Group
• Open CA Certification Board
• DBCX and Architecture Forum
• Co-Author
• World Class EA: A Leader’s Approach to Establishing and Evolving an EA Capability
• Digital Transformation Strategy to Implementation using Open Group Standards
• World Class EA: A Practitioner’s Approach to Developing Enterprise Architecture Following the
TOGAF® ADM
• Contact: sriram.sabesan@conexiam.com
1/23/2017 3
4. Conexiam
• Management consulting company
• Delivers value through an enterprise architecture approach
• Operate in North America, Europe & the Middle East
• Start with Open Standards & public best practices
• IT4IT, TOGAF, SABSA, APQC, BMC, Strategy Map
• Extend & integrate open practices with in-house method
• Navigate, Pilot & Atlas
• Enabled by Avolution ABACUS
• We work to evolve these standards
Key work is demonstrating how they are used
• Leader’s Approach to Establishing & Evolving an EA Capability
• Practical Guide to SOA & TOGAF
• Integrating Risk and Security within an Enterprise Architecture
1/23/2017 4
6. Characteristics of Digital Organization
• Both backbone blocks are extremely important
for success.
• Most organization struggle in maturing these,
leading to partial success in External
Engagement or creation of Digital Products /
Solutions
• Common issues: Continued Financial Allocation,
Consistent Trade-off Instructions to Product
Owners / Project Managers
1/23/2017 6
Operational Backbone
(Location Agnostic, Easily Replaceable, Highly
Scalable)
Digital Backbone
(End-to-End Visibility into Business Processes)
External
Engagement
(Transforms Go-To
Market Strategy)
Digital Products
(Transforms Business
& Revenue Model)
Inspired by CISR Working Paper on Digital
Organization
7. Benefit of Digital Organization
1/23/2017 7
Drives Agility and Improves
MarginOperational Backbone
(Location Agnostic, Easily Replaceable, Highly
Scalable)
Digital Backbone
(End-to-End Visibility into Business Processes)
External
Engagement
(Transforms Go-To
Market Strategy)
Digital Products
(Transforms Business
& Revenue Model) Revenue and Margin
8. Where is the Challenge?
• Available Investment $ directed
to “External Engagement” and
“Digital Products”
• Unclear on Assets to be
Protected
• Gaming Experience vs Consoles
• Trust vs Transactional
Management
• Shopping Experience vs Unique
pieces
1/23/2017 8
Operational Backbone
(Location Agnostic, Easily Replaceable, Highly
Scalable)
Digital Backbone
(End-to-End Visibility into Business Processes)
External
Engagement
(Transforms Go-To
Market Strategy)
Digital Products
(Transforms Business
& Revenue Model)
9. Digital Enterprise and Digital Fluidity
• Which Enterprise is not Digitized?
• The moment automation is introduced
to a business process or an activity,
there is digitization.
• So, pretty much every enterprise has
some digital footprint.
• What matters?
• Fluidity: Ability to change course with
ease; feedback & correction loop is
instantaneous, not noticeable.
1/23/2017 9
11. Method Steps and Summary
• Enterprise Context
• Purpose
• Value
• Sustainability
• Assessment
• Agility Parameters
• Follow vs Lead
• Assessment to
Recommendation
• Service Design Template
• A variant of Pace Layering –
System Boundaries
1/23/2017 11
12. Context, Sustainability, Purpose & Value
• Context
• The problem the enterprise is solving for & why
• Other players solving same or similar problem
• Sustainability
• Continue to pursue stated purpose
• Purpose
• Architecture to enable a change & sustain the enterprise
• Value
• Architecture is used and value is realized
1/23/2017 12
13. Approach Summary
• Align to Purpose
• Align to Business Cycle
• Cross-Employ techniques for assessment
• Develop Roadmap
• Direct with Customer Experience
1/23/2017 13
14. Four Agility Parameters
• Frequency
Changes to process
Operational Stack
• Recency & Relevance
Data & Information
Business Rules
1/23/2017 14
• Depth and Breadth of
Impact
Number of moving parts to
notify / update
• Geographic Spread
• Scale
• Performance
• Connectivity
15. Two Comparison Parameters
• Follow Best Practice
• Best Practices from leading
solutions meets my needs.
• Focus on the seams – how the
solutions are integrated.
• Find ways to eliminate “swivel
chairs”.
• Defines Me
• I create my own
• Breaking Ground
• Can’t afford heavy overhead
• We are the best
1/23/2017 15
• Share of Wallet and Value
• Essential Portfolio
• Flexibility to “In-source” and “Out-source”
16. Assessment And Realization: Method
• Score for ability & appetite to change and retain
• Digital Strategy (DSB+I)
• Brand Identity (BI)
• Customer Experience (CX)
• Current Assets (Ac)
• Current Skills (Sc)
• Process Change (PD)
• Information Change (ID)
• Technology Change (TD)
• Supplier & Channel Change (Cc)
• Freedom to Invest (F2I)
• Time to Release (T2R)
* See Notes
Inspired by Digital Transformation article by V Srinivasa Rao, DataQuest, February 2014 issue and Digital
Capability Index, Forrester Research
17. Service Design Map Explained
1/23/2017 17
Outside-Out &
Outside-In
Identify Intent
Identify Patterns
Anticipate Research
Provide Experience
Continuity!
Friction in hand-off from
creative design to delivery!
Inside Out
What am I protecting?
What am I tracking?
What am I controlling?
Enable Decision Continuity!
Empower Frontline!
Analysis
What is the gap between
customer success factor and
process owner’s success
factor?
Is that architecturally
sound?
What do I need to
anticipate and identify
patterns? – Enable Fluidity!
18. 1/23/2017 18
Stage / Step Step 1 Step 2 Step 3 Step … Step n
External: User
(Customer or Machine)
External: Influencers (Internet Search /
Face-to-Face Friends / Social Media)
Expect / Think / Frame
Do
Reality / Feel
Channel / Touchpoint
Internal: Do: (Employee, Partner,
Website, Ads/Packaging)
Internal Processes & Owner
Touchpoint Owner
Employee: Feel
Other (internal) interacting Teams
Information Technology Systems
Policies / Rules
Metric (Customer Measure)
Metric (System Measure for each
system)
Metric (Employee Measure)
Points to Ponder
Identify the Persona (Actor), it is okay to repeat the name across all stages
Line of Interaction
Line of Visibility (for the Enterprise)
Everything Below this point is
Internal Systems, Process &
Actions (explore Silo’s here)
Outside-Out Exploration. Point of Engagement
Assessment
Assessment
Depends on the System. Either end point or interaction point.
Assessment
Identify All
Identify All
Include RACI, Handshakes & “sleep” times
For each stage, document pace of change & triggers of
change
Outside-Out&Outside-InInside-OutAnalysis
Inspired by Service Design & Customer Journey models from Practical Service Design, California College of
Arts, and uie.com
19. 1/23/2017 19
Stage / Step Touch-Point-Zero First Contact Step … First Use
User: Artist, Spouse, Manager,
Lab Tech
Need a Memorable Piece, Specimen
Tracking
Connoisseur, Spouse, Employee,
Lab Tech
Influencer: Artists, Friends,
Colleagues
What was I thinking when I spoke to /
saw blah!
Think Sleek, Fits any environment,
Conversation Piece, Maintainable
Inspiring visuals; speaks to me.
Do Internet Search, Talk Browse website View Installation, Open Package
Feel Aha! Or Time-loss Not sure whether they would sell small
orders.
Can I see it being used?
Wow!
I need to tell the World!
Channel Search Engine, Phone call, Email Corporate Website / Phone Call. White Glove Delivery, Post
Content Admin:
Sales Rep:
Upkeep website / Tell a story Redirect across microsites!
Sorry – here is the number of other team.
Logistics Partner
Internal Processes
& Owner
Channel Manager(s)
Pre-Sales and Marketing
Line of Business Owners
Touchpoint Owner Line of Business Channel Manager(s) Logistics Manager
Feel:
Content Admin:
Sales Rep:
Too many duplicates. Maintenance
Nightmare.
Wish I had one Content Management &
eCommerce system.
Wish I closed the call.
Logistics Provider: Wow!
Other (internal)
interacting Teams
Inventory Managers of each of Line of
Business
Finance
Customer Support
Information
Technology
Systems
Content Management Systems eCommerce Team
Content Management System
Middleware and Integration
Tracking and Notification systems
Revenue Recognition
Web Content Systems
Policies / Rules Tight Cash Flow Control Post on my site
Points to Ponder Can web traffic & inventory help cash flow? Why not collate from the web?
20. Using System Boundaries
1/23/2017 20
System of Engagement
System of Integration
System of Record
Workload Aware
Infrastructure Services
SystemofPerception
Infrastructure Services
1. System of Engagement
• Productivity, Experience and Delight
• Customer Interaction
• Front Line Enablement (Partners, Employees)
• Instrument, Learn, handle “Spread”
2. System of Record
• Protect Right Assets
• Financial Control
• Asset Management (customer, employee, material)
• Not the differentiators
1
2
21. Using System Boundaries
1/23/2017 21
System of Engagement
System of Integration
System of Record
Workload Aware
Infrastructure Services
SystemofPerception
Infrastructure Services
3. Infrastructure Services
• Bare Metal
• Virtualized
• Software Defined
• Enable “Location Unaware” data and
applications
• Enable “Sandboxes”
• – Handheld, IoT, Servers
3
3
22. Using System Boundaries
1/23/2017 22
System of Engagement
System of Integration
System of Record
Workload Aware
Infrastructure Services
SystemofPerception
Infrastructure Services
4. System of Perception
• Create Standards to enable Analysis
• Enable “Isolation” & “Flexibility”
• Architecting for the Unknown
• Perform “what-if”, highly transient
• Human interaction
• Machine behavior
• Potential Revenue Stream
• But don’t work for it… get everything else right
4
23. Using System Boundaries
1/23/2017 23
System of Engagement
System of Integration
System of Record
Workload Aware
Infrastructure Services
SystemofPerception
Infrastructure Services
5. System of Integration
• Home of most rules & processes
• Guide solutions to manage impact of RDF
• Separate Business Transaction from Insight
Transactions
• Not just “ESB” or “MQ”
5
25. Business Cycle Alignment
1/23/2017 25
• Architecture supports change
• Architecture simplifies decisions
• Architecture reduces burden of value realization
Budget Planning Budget Preparation Budget Allocation Budget Control
Architecture to
Support
Strategy
Architecture to
Support
Portfolio
Architecture to
Support
Projects
Architecture to
Support
Solution
Delivery
26. Business Cycle Alignment
1/23/2017 26
Budget Planning Budget Preparation Budget Allocation Budget Control
Architecture to
Support
Strategy
Architecture to
Support
Portfolio
Architecture to
Support
Projects
Architecture to
Support
Solution
Delivery
• Portfolio decision is very important
• Defines what not to do immediately and why
• Finds resources to invest in transformation
• Effort to track and report value realization to be added explicitly to the portfolio
27. Business Cycle Alignment
1/23/2017 27
Budget Planning Budget Preparation Budget Allocation Budget Control
Architecture to
Support
Strategy
Architecture to
Support
Portfolio
Architecture to
Support
Projects
Architecture to
Support
Solution
Delivery
• Find money – with Architecture to Support Portfolio
• Realize Value – Guide Delivery
28. Focus Why & What to Invest
1/23/2017 28
Sustain
(At Par with Others)
Sustain
(Same level of
Advantage over Others)
Improve
(Create New
Competitive Advantage)
Improve
(Create New
Revenue Streams)
• Identifying opportunities for “new revenue” stream is the hardest and takes time
• Watch for transitions from “Improve” to “Sustain” bucket
• Improve includes innovation & new digital solutions
• Needs a graceful transition of portfolio – People, Hardware / Software, Applications
• Always balance for business continuity
30. Remember the Time to Value
1/23/2017 30
Change
Introduced
Initiation of
Operations
Value
Leveling
Value Realization /
Maximization
Time
ValueRealized
Current
Solutions
It is all about shrinking
time to Leveling value
• Change has to be supported by time to get to
same value & realizing.
• Common gap – missing value monitoring &
realization efforts in the portfolio.
Recommendation
to change
31. Remember the Time to Value
1/23/2017 31
• Architecture Project ends well before Value is Realized. If no value realization validation project is
added to the portfolio, the architect is introducing a new gap.
• A recommendation after the decision is of no value. Align to the business cycle.
• Understand when to deep dive – use Service Design at appropriate time.
• Keep your capabilities aligned to investment buckets. Capability for analysis and modeling is
acceptable. However, delivering value and differentiation outweighs any other usage of capabilities.
• Use the concept of system boundaries to pay attention to what matters – during operations
32. Using System Boundaries
1/23/2017 32
System of Engagement
System of Integration
System of Record
Workload Aware
Infrastructure Services
SystemofPerception
Infrastructure Services
• Govern this “T”
• Informs and Isolates the impact of RDFS
• Manage Security, Throttling, Monitoring
• Business Continuity & Decision Support
• Maximize Creativity in System of
Engagement
33. There is no “It Depends”
• As architects, our one and only job is to
• Protect Value
• Drive a meaningful change
• Be Specific – Eliminate Noise
• Allow room for creativity
1/23/2017 33
34. Modern Concepts & EA Capability
• Problem – Solution fit
• Organizational Change – Purpose Driven Architecture
• Product – Market fit
• SMACIT solutions – Experience & Commercial Activity Demand
• RFDSS
• Recency, Frequency, Depth, Spread, Share
1/23/2017 34
35. Q & A
Send your feedback to: sriram.sabesan@conexiam.com
Visit us at: www.conexiam.com
1/23/2017 35
Editor's Notes
Challenges:
Disney’s room key and Alaska’s tag
Appetite to get benefits out of current assets informs us strategy to employ – the company is interested in migration over rip-and-replace. Coexistence is a challenge to address. Scale of 1 to 5. 1 being okay to change all assets and 5 being want to reap maximum benefits. When the value is 1, we can go to cloud easily by running a parallel team on next generation technologies.
Lesser the freedom to invest in transformation, the ability to influence rate of change comes down or informs the need to look for managed services. Scale of 1 to 5, 1 being limited freedom and 5 being total freedom.
Above two forms a trade-off condition for ability to grow and change with time. A value of 5 in freedom to invest and 1 in current asset utilization is ideal to accelerate digital transformation. Opposite end of values is a path to irrelevancy. A value of 3 to both is a clear indication of risk aversion, highly selective migration to SMAC & IoT solutions.
Difficulty to change process. Scale of 1 to 5. 1 = very easy to change and 5 = very difficult to change. A score of 5 is good for some, bad for some. Good = Revenue and tax reporting. Bad = Product release or website change. Target state of 1 informs the need to employ Microservices.
Difficulty to change Supplier & Channel. Scale of 1 to 5. 1 = easy to employ multiple channels, 5 = mostly single channel, difficult to change or add channels. Informs the impact of suppliers and partners in the value chain. Higher the difficulty, higher to cost of change. Also informs the number of layers of security and trust to establish.
Difficulty to manage change or release. Scale of 1 to 5. 1 = easy to manage change. 5 = very difficult to manage change. Directly informs separation of duties across systems, suppliers and partners. A value of 5 is good for scenarios like inventory acceptance and quality control and bad in scenarios like customer engagement.
Control over Brand Identity: Scale of 1 to 5, 1 = no impact to brand identity and 5 = high impact to brand identity. Informs how to measure and engage partners – and focus on right assets. 1 is acceptable value for expense approval process. 5 is the required value for call center services (more so, when provided by a partner or managed service provider). Anything in 1 is a potential candidate to send to a managed service provider.
These assessments are applied at a process level, then to applications (technology and information). The assessment is taken for ‘as-is’ state and desired state, in comparison to peers by process or capability. The gap between the states is supported by data from service-design template, to fine-tune the focus on pain points and frictions in the organization. We have a portfolio that balances investment profile of the company and its values. Delivery and project control is clearly defined. Project Managers will do the right trade-off when delivery timeline is challenged – protect future value, not delivery scope.
All channels – Omni vs Multi
SoR: Legacy and typically slow moving… need to inject agility here.
Can SoRs become Microservices – well not always… think of functional needs… end of day, month, quarter book keeping vs transactional integrity.
SoRs typically drive most of the sustain. It is about Mode 1 operations. We define Mode 1 more from sustain parity or current level of differentiation.
SoE is typically the differentiator and experimentations. Mostly Mode 2.
SoP – all insights about product usage, process metrics, machine behavior, machine learning, etc., It has three purposes – record, analyze, and present.
Easier said than done are the infrastructure services – mainly because of the considerations it imposes on software developers, financial controllers
People who have no technical knowledge are deciding choice of dark fibre usage and load shifting characteristics. Remember non-functional is the new functional!
SoP – all insights about product usage, process metrics, machine behavior, machine learning, etc., It has three purposes – record, analyze, and present.
Easier said than done are the infrastructure services – mainly because of the considerations it imposes on software developers, financial controllers
People who have no technical knowledge are deciding choice of dark fibre usage and load shifting characteristics. Remember non-functional is the new functional!
This is the glue to hold the speeds between the two. Holds the organization together, enables transition through mode 1 and mode 2.
It also supports innovation – by isolating the organization from experimental and accidental data impacting production.
Tell the story of paid MQ connectors and stripping of internal book transfers.
Any recommendation and data supporting after the day of decision is actually leaving a record of mistakes made by leadership. It is a sure path to finding a new job, not doing the right thing.
Any recommendation and data supporting after the day of decision is actually leaving a record of mistakes made by leadership. It is a sure path to finding a new job, not doing the right thing.
ROI is always on cost benefit this year. It is not about IT go live date and it is all about business go live date. Loss of revenue is higher as compared to cost of operations. (Amazon Kindle)
Migration to cloud may force use of an anti-pattern in the short run (integration via data store). It is perfectly acceptable, considering investment to acquire skillset and delivering business value.
The trick lies in two places – focus on portfolio & guide the product owner / project manager to make appropriate trade off – never to lose value.
Redundant spend is another factor that can find you money
Capability simplification
Cost to stop may be higher than saving from stopping… so go to reframe the problems…
This is the glue to hold the speeds between the two. Holds the organization together, enables transition through mode 1 and mode 2.
It also supports innovation – by isolating the organization from experimental and accidental data impacting production.