This document presents research on modeling business strategy for business-IT alignment. The research aims to address the understanding gap between business and IT by formalizing prevalent business strategy formulations. The research goal is to develop meta-models and ontologies for strategy maps and balanced scorecards (SMBSC) and value configuration formulations. The methodology uses design science research to develop artifacts through literature analysis, meta-model development in UML, and ontology development in Telos and OWL. Evaluation is done through case studies and analysis of the artifacts. The contribution is novel formalization of business strategy formulations that can support business-IT alignment. Future work includes formalizing additional strategies and unifying them through a reference model to further enable alignment.
The document describes the enterprise architecture definition approach for a large pharmaceutical company undergoing transformation. The approach included assessing the "as-is" state, defining principles and policies, and creating "to-be" architecture views for business, information, applications, and integration. Key deliverables were TO-BE processes, information models, application catalogues, services catalogue, and transition views to guide implementation projects and address challenges such as scope management and stakeholder alignment. The tailored enterprise architecture definition helped bridge the strategy to implementation of the company's transformation.
Integrating It Frameworks, Methodologies And Best Practices Into It Delivery ...Alan McSweeney
The document proposes an integrated IT solution and operations management approach consisting of two pillars: 1) Architecture and Realisation, which is concerned with enterprise vision, strategy, architecture, implementation and operation. 2) Management and Processes, which addresses management of initiatives, programmes, projects and associated processes. It suggests grouping relevant frameworks under these pillars to provide guidance on core functions. Frameworks can help organizations quickly develop core competencies across functions like quality management, resource management, and financial management.
Solution Architecture Centre Of ExcellenceAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence.
The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation.
Developing an SACOE requires vision and resources of both the solution architecture function and information technology management.
The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
Business and Strategic Alignment in EA – Practical Guidelines Based on Indust...IASA
Business and Strategic Alignment in EA – Practical Guidelines Based on Industry Best Practices - Dave Guevara
As IASA members we are constantly reminded that architects are responsible for connecting business to IT. Business alignment is indicated in architecture frameworks like TOGAF or Zachman as an important step. However, the challenge comes in getting this done where EA is not top-down driven, short term deadlines always win over strategic efforts and standards like ITIL, COBIT and BPMN help but don’t really answer how There is a great deal of writing about EA, SOA, their benefits and how they need to be driven by business needs. The architect is still left with diverse guidance that provides little practical help on how exactly to conduct line-of-sight alignment between business strategy and system implementation. In this discussion, we will look at this issue from four perspectives:
1. Practical means of determining business value and impact, then creating alignment to your future state architectures.
2. Top-down view using an EA framework.
3. Bottoms up view in a future state architecture
4. Business functional model related to an application functional model
5. Practical suggestions that work now and can scale over time
Business use of Social Media and Impact on Enterprise ArchitectureNUS-ISS
Presented on 7 March 2013 at The Architecture Community of Practice (ACoP) Forum at the Intstitute of Systems Science, National University of Singapore.
Web: www.iss.nus.edu.sg
Twitter:#ISSNUS
Facebook: www.facebook.com/ISS.NUS
The document describes the enterprise architecture definition approach for a large pharmaceutical company undergoing transformation. The approach included assessing the "as-is" state, defining principles and policies, and creating "to-be" architecture views for business, information, applications, and integration. Key deliverables were TO-BE processes, information models, application catalogues, services catalogue, and transition views to guide implementation projects and address challenges such as scope management and stakeholder alignment. The tailored enterprise architecture definition helped bridge the strategy to implementation of the company's transformation.
Integrating It Frameworks, Methodologies And Best Practices Into It Delivery ...Alan McSweeney
The document proposes an integrated IT solution and operations management approach consisting of two pillars: 1) Architecture and Realisation, which is concerned with enterprise vision, strategy, architecture, implementation and operation. 2) Management and Processes, which addresses management of initiatives, programmes, projects and associated processes. It suggests grouping relevant frameworks under these pillars to provide guidance on core functions. Frameworks can help organizations quickly develop core competencies across functions like quality management, resource management, and financial management.
Solution Architecture Centre Of ExcellenceAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence.
The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation.
Developing an SACOE requires vision and resources of both the solution architecture function and information technology management.
The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
Business and Strategic Alignment in EA – Practical Guidelines Based on Indust...IASA
Business and Strategic Alignment in EA – Practical Guidelines Based on Industry Best Practices - Dave Guevara
As IASA members we are constantly reminded that architects are responsible for connecting business to IT. Business alignment is indicated in architecture frameworks like TOGAF or Zachman as an important step. However, the challenge comes in getting this done where EA is not top-down driven, short term deadlines always win over strategic efforts and standards like ITIL, COBIT and BPMN help but don’t really answer how There is a great deal of writing about EA, SOA, their benefits and how they need to be driven by business needs. The architect is still left with diverse guidance that provides little practical help on how exactly to conduct line-of-sight alignment between business strategy and system implementation. In this discussion, we will look at this issue from four perspectives:
1. Practical means of determining business value and impact, then creating alignment to your future state architectures.
2. Top-down view using an EA framework.
3. Bottoms up view in a future state architecture
4. Business functional model related to an application functional model
5. Practical suggestions that work now and can scale over time
Business use of Social Media and Impact on Enterprise ArchitectureNUS-ISS
Presented on 7 March 2013 at The Architecture Community of Practice (ACoP) Forum at the Intstitute of Systems Science, National University of Singapore.
Web: www.iss.nus.edu.sg
Twitter:#ISSNUS
Facebook: www.facebook.com/ISS.NUS
Enterprise architecture (EA) addresses problems caused by increasing IT system complexity and poor business alignment. EA frameworks provide guidance for developing an organization-specific architecture that embodies best practices and ensures all domains are adequately addressed. The most commonly used EA frameworks are the Zachman Framework, TOGAF, FEA, and Gartner Methodology. TOGAF provides both a framework for architectural content and an iterative architecture development method (ADM) comprised of phases to develop the EA. EA benefits include more efficient IT operations, reduced investment risk, and return on investment through greater flexibility, reduced complexity, and faster delivery.
Understanding business strategy cutting edge paradigmiasaglobal
This document discusses observations about a lack of understanding between business and IT strategies and how technology can provide business value. It notes that business professionals often see IT as a cost center rather than value generator, while technology professionals focus more on software than business needs. There is also a lack of strategists who can align business and technology at the enterprise level. The discussion aims to help participants understand how business strategy, domains, processes and enterprise architecture can work together to effectively meet business demands through agile and adaptive technology enablement.
This document discusses architecture governance based on the TOGAF framework. It defines governance as ensuring things are done according to guidelines and objectives. Architecture governance specifically manages enterprise architectures at the organizational level, providing services to facilitate innovation while adhering to guidelines. The TOGAF framework covers governance areas like compliance management. It identifies governance roles in the ADM phases and defines a meta model. COBIT can also be integrated to assess architecture compliance with corporate policies and strategies. Without governance, risks increase that solutions may not meet requirements.
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
The document discusses adapting the TOGAF enterprise architecture framework to have whole-enterprise scope rather than just focusing on IT. It proposes a stepped maturity model with 7 "stepping stones" to gradually expand the architecture's coverage. Each step builds on the previous to ultimately integrate all of an organization's business, people, information, and physical assets. The steps are described as preparing foundations, building an enterprise overview, rationalizing existing systems, guiding strategic change, designing for real-world constraints, and pulling everything together into a service-oriented enterprise.
The document discusses architecting for cloud computing using TOGAF. It provides an overview of cloud deployment models and service layers. It discusses challenges of cloud adoption such as security, reliability and cultural resistance. It outlines the preliminary phase of TOGAF's Architecture Development Method for developing a cloud strategy, including producing an organizational model, governance framework and baseline architectures. Key skills needed for embracing cloud include identifying SLAs, adopting enterprise architecture, analyzing legal agreements and investigating compliance standards of cloud providers.
The document provides an overview of the TOGAF (The Open Group Architecture Framework) architecture framework. It discusses the history and development of TOGAF, the key components of TOGAF including the Architecture Development Method (ADM) process, architecture domains, and certification. The ADM is a iterative 8-phase process for developing an enterprise architecture, addressing aspects like business, data, application, and technology architecture. TOGAF provides tools and best practices to help organizations develop, implement, and govern enterprise architectures.
A Framework for Developing IoT-related Solution Architecture BlueprintsStefan Malich
Smart, connected products enable digital transformation but also entail challenges related to complexity, operational disruption, security, etc. An incremental approach guided by an IoT-related strategy and target architecture is key to address these challenges. I propose a library of IoT-related solution architecture blueprints can be used to guide the development of target architectures and architectural roadmaps. The framework (which is described in a Slidedoc format) is considered only as a starting point. It provides a holistic view on the IoT (or smart, connected products) space and structures the set of solution architecture blueprint based on a maturity model for smart, connected products and different IoT-related domains.
Enterprise Architecture - An Introduction from the Real World Daljit Banger
This document provides an overview of enterprise architecture. It begins with an agenda for the overview presentation. It then discusses several public architectural frameworks that can provide guidance. Next, it explains that enterprise architecture aims to align an organization's technology landscape with its strategic goals. It provides an example of how enterprise architecture could help ensure compliance with new privacy regulations. The document outlines the typical products and deliverables of an enterprise architecture practice, including various types of models, assessments, roadmaps and more. It discusses the roles and responsibilities of enterprise architects, solution architects and technical architects. Finally, it emphasizes that enterprise architecture realization depends on the specific organization and is supported by frameworks, patterns and best practices.
This is the deck of a webinar that I presented at the OpenGroup. The focus of this webinar is on the challenge of using these standards in practice to build a strong architecture capability in organizations.
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
The document describes the different levels of maturity for an enterprise architecture (EA) program. It provides details on key dimensions at each level including stakeholders, team resources, development processes, integration, and perceptions. The levels progress from initial, where no formal EA exists, to optimizing, where EA is highly mature and integrated across the organization.
IT and Business Process Modelling course at IT University of Copenhagen (Lect...Thomas Hildebrandt
First and second lecture for the IT and Business Process Modelling course at IT University of Copenhagen.
The course has focus on flexibility in business processes and introduces to DCR Graphs business process constraint mapping (using www.dcrgraphs.net) and BPMN modelling (using www.academic.signavio.com).
It is based on the book "Enabling Flexibility in Process-Aware Information Systems - Challenges, Methods, Technologies" by Manfred Reichert and Barbara Weber. (http://www.springer.com/computer/database+management+%26+information+retrieval/book/978-3-642-30408-8)
The document defines the roles of solution architect, enterprise architect, and technical architect. It states that a solution architect is responsible for converting business requirements into an architectural design and blueprint for a solution. The solution architect needs input from stakeholders and provides outputs like application, database, infrastructure, and implementation designs. It also outlines the differences between the roles, noting that an enterprise architect focuses on enterprise-wide strategy, a solution architect focuses on delivering a specific solution, and a technical architect specializes in particular technologies within a solution. Finally, it shows how a solution architect contributes throughout the total life cycle of a solution.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
Enterprise architecture provides four main values: 1) It secures alignment between IT and business strategies by using a common language of business processes. 2) It supports long-term transformation by providing a map to ensure steps go in the right direction towards shared goals. 3) It identifies optimization opportunities by providing indicators on process costs and complexity. 4) It supports business continuity by documenting key IT assets so the business does not lose them if experts leave.
Enterprise Architecture Framework: Chase Global BankHampus Ahlqvist
The document summarizes a service-centric enterprise architecture developed for Chase Global Bank. It includes an abstract, development cycle outline, drivers for the architecture, a strategic alignment model, associated risks and opportunities, internal/external analyses, a top-level organizational chart, and conceptual IT/business services map. The architecture aims to align business and IT strategies through common services and views to create customer value.
EA Governance as IT Sustainability (NY IT Leadership Academy Apr 2013)Eric Stephens
The document discusses enterprise architecture (EA) governance and provides examples from a case study. It describes how EA governance can help prevent entropy in complex IT systems using concepts from thermodynamics. It then discusses a mortgage insurance company case study where the author helped rejuvenate the EA governance program by developing an EA charter, principles, and metrics focused on outcomes. Finally, it presents models and best practices for effective EA governance.
The document outlines an enterprise architecture approach using The Open Group Architecture Framework (TOGAF), including an introduction to IT architecture, the core concepts of TOGAF, and an overview of the Architecture Development Method (ADM) phases. It discusses why enterprise architecture is needed, the benefits it provides businesses, and key TOGAF components like its architecture development process, deliverables, artifacts, and building blocks.
This document discusses organizational structures that support strategic initiatives. It describes the purposes of organizing work into departments, including dividing work into jobs and coordinating tasks. It outlines different types of departmentalization like functional, product, geographic, and process. It also discusses factors that influence centralization versus decentralization and describes matrix organizations. Finally, it examines challenges for organization design like keeping employees connected in dispersed organizations and managing global structural issues.
Enterprise architecture (EA) addresses problems caused by increasing IT system complexity and poor business alignment. EA frameworks provide guidance for developing an organization-specific architecture that embodies best practices and ensures all domains are adequately addressed. The most commonly used EA frameworks are the Zachman Framework, TOGAF, FEA, and Gartner Methodology. TOGAF provides both a framework for architectural content and an iterative architecture development method (ADM) comprised of phases to develop the EA. EA benefits include more efficient IT operations, reduced investment risk, and return on investment through greater flexibility, reduced complexity, and faster delivery.
Understanding business strategy cutting edge paradigmiasaglobal
This document discusses observations about a lack of understanding between business and IT strategies and how technology can provide business value. It notes that business professionals often see IT as a cost center rather than value generator, while technology professionals focus more on software than business needs. There is also a lack of strategists who can align business and technology at the enterprise level. The discussion aims to help participants understand how business strategy, domains, processes and enterprise architecture can work together to effectively meet business demands through agile and adaptive technology enablement.
This document discusses architecture governance based on the TOGAF framework. It defines governance as ensuring things are done according to guidelines and objectives. Architecture governance specifically manages enterprise architectures at the organizational level, providing services to facilitate innovation while adhering to guidelines. The TOGAF framework covers governance areas like compliance management. It identifies governance roles in the ADM phases and defines a meta model. COBIT can also be integrated to assess architecture compliance with corporate policies and strategies. Without governance, risks increase that solutions may not meet requirements.
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
The document discusses adapting the TOGAF enterprise architecture framework to have whole-enterprise scope rather than just focusing on IT. It proposes a stepped maturity model with 7 "stepping stones" to gradually expand the architecture's coverage. Each step builds on the previous to ultimately integrate all of an organization's business, people, information, and physical assets. The steps are described as preparing foundations, building an enterprise overview, rationalizing existing systems, guiding strategic change, designing for real-world constraints, and pulling everything together into a service-oriented enterprise.
The document discusses architecting for cloud computing using TOGAF. It provides an overview of cloud deployment models and service layers. It discusses challenges of cloud adoption such as security, reliability and cultural resistance. It outlines the preliminary phase of TOGAF's Architecture Development Method for developing a cloud strategy, including producing an organizational model, governance framework and baseline architectures. Key skills needed for embracing cloud include identifying SLAs, adopting enterprise architecture, analyzing legal agreements and investigating compliance standards of cloud providers.
The document provides an overview of the TOGAF (The Open Group Architecture Framework) architecture framework. It discusses the history and development of TOGAF, the key components of TOGAF including the Architecture Development Method (ADM) process, architecture domains, and certification. The ADM is a iterative 8-phase process for developing an enterprise architecture, addressing aspects like business, data, application, and technology architecture. TOGAF provides tools and best practices to help organizations develop, implement, and govern enterprise architectures.
A Framework for Developing IoT-related Solution Architecture BlueprintsStefan Malich
Smart, connected products enable digital transformation but also entail challenges related to complexity, operational disruption, security, etc. An incremental approach guided by an IoT-related strategy and target architecture is key to address these challenges. I propose a library of IoT-related solution architecture blueprints can be used to guide the development of target architectures and architectural roadmaps. The framework (which is described in a Slidedoc format) is considered only as a starting point. It provides a holistic view on the IoT (or smart, connected products) space and structures the set of solution architecture blueprint based on a maturity model for smart, connected products and different IoT-related domains.
Enterprise Architecture - An Introduction from the Real World Daljit Banger
This document provides an overview of enterprise architecture. It begins with an agenda for the overview presentation. It then discusses several public architectural frameworks that can provide guidance. Next, it explains that enterprise architecture aims to align an organization's technology landscape with its strategic goals. It provides an example of how enterprise architecture could help ensure compliance with new privacy regulations. The document outlines the typical products and deliverables of an enterprise architecture practice, including various types of models, assessments, roadmaps and more. It discusses the roles and responsibilities of enterprise architects, solution architects and technical architects. Finally, it emphasizes that enterprise architecture realization depends on the specific organization and is supported by frameworks, patterns and best practices.
This is the deck of a webinar that I presented at the OpenGroup. The focus of this webinar is on the challenge of using these standards in practice to build a strong architecture capability in organizations.
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
The document describes the different levels of maturity for an enterprise architecture (EA) program. It provides details on key dimensions at each level including stakeholders, team resources, development processes, integration, and perceptions. The levels progress from initial, where no formal EA exists, to optimizing, where EA is highly mature and integrated across the organization.
IT and Business Process Modelling course at IT University of Copenhagen (Lect...Thomas Hildebrandt
First and second lecture for the IT and Business Process Modelling course at IT University of Copenhagen.
The course has focus on flexibility in business processes and introduces to DCR Graphs business process constraint mapping (using www.dcrgraphs.net) and BPMN modelling (using www.academic.signavio.com).
It is based on the book "Enabling Flexibility in Process-Aware Information Systems - Challenges, Methods, Technologies" by Manfred Reichert and Barbara Weber. (http://www.springer.com/computer/database+management+%26+information+retrieval/book/978-3-642-30408-8)
The document defines the roles of solution architect, enterprise architect, and technical architect. It states that a solution architect is responsible for converting business requirements into an architectural design and blueprint for a solution. The solution architect needs input from stakeholders and provides outputs like application, database, infrastructure, and implementation designs. It also outlines the differences between the roles, noting that an enterprise architect focuses on enterprise-wide strategy, a solution architect focuses on delivering a specific solution, and a technical architect specializes in particular technologies within a solution. Finally, it shows how a solution architect contributes throughout the total life cycle of a solution.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
Enterprise architecture provides four main values: 1) It secures alignment between IT and business strategies by using a common language of business processes. 2) It supports long-term transformation by providing a map to ensure steps go in the right direction towards shared goals. 3) It identifies optimization opportunities by providing indicators on process costs and complexity. 4) It supports business continuity by documenting key IT assets so the business does not lose them if experts leave.
Enterprise Architecture Framework: Chase Global BankHampus Ahlqvist
The document summarizes a service-centric enterprise architecture developed for Chase Global Bank. It includes an abstract, development cycle outline, drivers for the architecture, a strategic alignment model, associated risks and opportunities, internal/external analyses, a top-level organizational chart, and conceptual IT/business services map. The architecture aims to align business and IT strategies through common services and views to create customer value.
EA Governance as IT Sustainability (NY IT Leadership Academy Apr 2013)Eric Stephens
The document discusses enterprise architecture (EA) governance and provides examples from a case study. It describes how EA governance can help prevent entropy in complex IT systems using concepts from thermodynamics. It then discusses a mortgage insurance company case study where the author helped rejuvenate the EA governance program by developing an EA charter, principles, and metrics focused on outcomes. Finally, it presents models and best practices for effective EA governance.
The document outlines an enterprise architecture approach using The Open Group Architecture Framework (TOGAF), including an introduction to IT architecture, the core concepts of TOGAF, and an overview of the Architecture Development Method (ADM) phases. It discusses why enterprise architecture is needed, the benefits it provides businesses, and key TOGAF components like its architecture development process, deliverables, artifacts, and building blocks.
This document discusses organizational structures that support strategic initiatives. It describes the purposes of organizing work into departments, including dividing work into jobs and coordinating tasks. It outlines different types of departmentalization like functional, product, geographic, and process. It also discusses factors that influence centralization versus decentralization and describes matrix organizations. Finally, it examines challenges for organization design like keeping employees connected in dispersed organizations and managing global structural issues.
by Louis Taborda
This session describes a simple, self-organizing release management framework that addresses the integration and synchronization of interdependent user stories or the product components of multiple Scrum teams. Tracking these dependencies can be a problem especially when multiple teams contribute to an epic, There can be a temptation to revert to traditional, top-down release management, however this session describes how dependencies can be tracked bottom-up, using a shared construct we call the Collaboration Matrix, which helps multiple teams have visibility of their contribution to the epic allowing them to prioritize and coordinate their releases for optimal value.
We start by reviewing the horizontal vs vertical cake slicing analogy and use simple scenario to illustrate the challenges faced in delivering business epics that span multiple teams. Dependencies resulting from functional (horizontal) teams can make tracking progress across different sprints and releases a multi-dimensional problem – i.e. too difficult. Value delivery requires teams with different velocities and capacities to synch their component releases so the desired workable software/ solution is delivered. This challenge is evident in all Agile scaling efforts and simple, team-based prioritization and release management is shown to have limitations that can result in sub-optimal prioritization of team backlogs – or plain, old bottlenecks. The Collaboration Matrix is introduced as a configuration management pattern resulting from research into a generalized approach to coordinate the release and integration of multi-component solutions. Its use as a self-organizing tool results from the visibility provided to each component team of the dependencies and blockers to the readiness of an epic or solution release train. The matrix, with its visual (Kanban style) representation, can be used in conjunction with other scaling frameworks, including Scrum of Scrums, LeSS and SAFe, to improve value delivery even where value is obscured by dependencies.
Mr. Ilkka Kautto is an experienced business and IT leader with over 15 years of experience in program management, project management, and process improvement. He is currently the Head of Business Applications at Nokia, where he is leading initiatives to rationalize marketing structures and enable better decision making. Previously, he managed large programs at Nokia, NSN, and TeliaSonera involving SAP upgrades, online sales, portal development, and more. He has a Master's degree in Engineering and is skilled in areas like leadership, change management, and cost optimization.
The wide range of processes within the successful business, from planning to strategic implementation, requires accurate and ready information throughout. The cast of personnel involved across the business operation requires widely varying types of information to perform their assignments. In all, the successful business requires a powerful Business Intelligence technology.
Discussion covers the constitution and requirements of the effective Corporate Information Factory (CIF) Architecture. The Data Warehouse component of the CIF Architecture must be a flexible and reliable store of company information that allows a high degree of differentiation in data selection, modeling and analysis.
Next, the ETL processes — extract, transform and load — are responsible for accurately populating the Data Warehouse with information and enabling the use of this data. Again, differentiating methodologies, along with validating performance testing, must be accommodated.
Third, Business Intelligence tools for multi-dimensional analysis, budgeting and forecasting, efficient reporting, and data mining for enhanced insight assure the proper information is accessed for each specific business process. Developing and implementing the CIF Architecture involves definition of short-, medium-, and long-term objectives for the system as well as definition of the elements involved.
When a company implements a Business Intelligence technology, it is important that risk factors be identified and evaluated, including the scope and degree of difficulty of information integration, speed and adaptability, utility and practicality for the employee, and long-term effectiveness.
Schneider Electric Business Intelligence services are based on the company’s vast experience in helping organizations define their BI policies and develop their BI Architecture. It offers a productive competence center for consulting support, a proven product portfolio that allows efficient and effective development of specific BI solutions, and highly reliable technical assistance for specific needs or longer term. Several successful Business Intelligence technology solutions implemented by Schneider Electric are described.
ICEGOV2009 - Tutorial 2 - part 1 - Architecting the Connected Government: Pra...ICEGOV
This document provides an overview of enterprise architecture concepts and practices. It defines enterprise architecture as the organizing logic for an organization's core business processes and IT capabilities. The document discusses the benefits of an architecture-driven approach, key elements of enterprise architecture including different viewpoints and architectures, and the importance of architecture governance. It also outlines common themes in enterprise architecture and who it concerns within an organization.
Optimizing Your Outsourcing Portfolio – Deciding What to Source: Core vs. Con...Neo Group Inc
Neo Group’s Portfolio Assessment Model can help you enhance your outsourcing portfolio to ensure your company’s sourcing program is aligned with its long-term goals.
- Proforma UK is an enterprise architecture and process improvement consultancy that captures, models, and analyzes organizational structures, processes, systems, and other elements. It provides modeling, training, and ongoing support services.
- Enterprise architecture modeling enables standards compliance, process simulation and improvement, alignment of processes and systems, and improved communication between business and IT. It provides a shared understanding of strategy and operations.
- Proforma uses the ProVision modeling tool to create various hierarchy, methodology, and other models covering business, systems, technology, and other architectures using standard frameworks and languages. Modeling aims to clearly and simply represent organizations and processes.
Process perspective is valuable, but far too much time is wasted in detailed process modelling with too little benefit. Presents an approach that delivers high benefits for less effort.
Jan Sass Hvyass, Director of Procurement at Beumer Group - Organising a globa...Global Business Events
Jan Sass Hvass is a 42-year-old procurement director with over 25 years of experience in purchasing roles. He holds a Master's degree in Executive Negotiation and currently works at Crisplant A/S. Category management can provide synergy across business units by collaborating on procurement, sharing resources and knowledge, and leveraging combined purchasing power. However, implementing an effective category management strategy requires overcoming challenges such as lack of standardized processes, resource constraints, and gaining full executive commitment. The key is to establish clear governance, objectives, and category strategies while ensuring change management through training, sponsorship, and including procurement KPIs.
Traditional and Agile Management Approaches Knut Linke
In the context of informatization and digitalization of work the ability to work self-organized and agile become more important for workers. Education organizations are required to provide fitting training approaches for to fulfil those requirements. The paper contains a comparison and explanation of traditional (PMBOK, Prince2, Hermes) and agile project management approaches (Scrum, Kanban, Scrumban) and agile organization forms (OKR, Holacracy). The different approaches are explained, especially in the field of the agile approaches, in detail to provide a deeper understanding from the necessary requirements onto the workers. The work concludes with an aggregation of comparisons of both approaches and a conclusion for future requirements for teaching and learning and future necessary research.
This document discusses methodologies for IT project management. It defines a methodology as a framework for structuring, planning, and controlling information system development or maintenance. The document examines different types of methodologies for project management and support divisions within an IT department. It recommends adopting an established industry standard methodology like PRINCE2 or PMBoK and customizing it to an organization's needs. Project management methodologies are important but should be used alongside other methodologies from disciplines like development.
Macquarie Bank has been using TM1 since 2008. It started with 20 users in the Finance department and has grown to 350 users across multiple business groups. Key projects include group-wide budgeting, forecasting, allocations, capital projections, and reporting. Some lessons learned are to take an agile approach with controls, avoid quick fixes, focus on quality and reuse, and ensure the users are involved in design. Benefits include faster forecasting, more transparency in allocations, increased analysis versus processing, and validated time and cost savings.
This document summarizes a presentation given by Wilfried Grommen, CTO at an ICT Summit in Moldova on May 19, 2011. The presentation covered challenges in application lifecycle management, the value of HP's Project and Portfolio Management tools, and agile development methods. It discussed managing increasing application complexity, compliance issues, and optimizing portfolios. It also presented how HP's tools can help with application governance, demand management, project execution, and decision making. Finally, it provided an overview of agile practices like Scrum and how HP supports agile development.
This document summarizes key points from a presentation on the evolving role of project managers in 2014 and beyond. It discusses how economic conditions, new technologies, and industry trends will require project managers to take a more flexible, collaborative approach focused on facilitating strategic business change through programs and projects. Specifically, it suggests project managers may act as ecosystem managers overseeing multiple internal and external service providers. Additionally, it highlights the emergence of Enterprise Program Management Offices that integrate both technology and business initiatives to better align projects with organizational strategies and objectives.
Career Conversation Technology ConsultingSupportGCI
A presentation was given on technology consulting that covered: understanding technology consulting and the required skillsets; common consulting types and examples; critical success factors for consultants; and how to prepare for a consulting role through resumes and case study interviews. The presentation provided frameworks to structure problem solving and highlighted sample case study questions that assess strategic recommendations, growth strategies, IT assessments, and application rationalization.
The Oracle Unified Method (OUM) is a methodology for managing Oracle technology projects that is used by Oracle Consulting Services, Oracle partners, and clients. OUM provides an organized framework to help projects efficiently move through the project lifecycle from requirements to implementation. It supports projects involving Oracle databases, applications, middleware, and other technologies. OUM aims to help projects achieve measurable business results quickly through its flexible and iterative approach.
Projective - Business Architecture and Operational ExcellenceProjective
The document discusses business architecture and operational excellence in banking and finance. It introduces Projective, a consulting firm that helps financial institutions define their target operating model by linking business architecture (processes) to applications and infrastructure. This creates transparency and traceability between business and IT, achieving large change initiatives. The target operating model defines how an organization executes its strategy through its process model, organization model, and information model. Achieving operational excellence starts with detailing the target operating model.
Projective - Business Architecture and Operational Excellencefrederikpaulus
1. The document discusses business architecture and operational excellence at a banking and finance seminar presented by Projective.
2. Projective focuses on project and program management for financial institutions and helps define target operating models that link business processes and underlying applications.
3. The presentation discusses how achieving operational excellence starts with detailing the target operating model, which defines how a company organizes itself through its process, organization, and information models.
Similar to Modeling Business Strategy for Business-IT Alignment (20)
The document discusses mapping concepts between Strategy Maps & Balanced Scorecards (SMBSC) and the i* framework. It provides background on SMBSC and i*, describes existing meta-models for each, and proposes specific mappings between corresponding concepts. It also presents a case study application and discusses opportunities and limitations of the mappings. Future work is identified to evaluate the mappings on additional cases and relate SMBSC to other business strategy formulations.
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5. “Great people want to
feel like impact players.
Put simply, great
people want to feel
like they're part of
something greater
than themselves” —
they want to become, to
use a favorite Jobs
phrase, "insanely great.“