Contents
Section 1 Strategic Modeling for Enterprise Architecture
SEGMENT 1-01: THE NEED FOR BUSINESS TRANSFORMATION
SEGMENT 1-02: SYSTEMS SUPPORT FOR RAPID BUSINESS CHANGE
SEGMENT 1-03: BALANCED SCORECARD AND STRATEGY MAPS
SEGMENT 1-04: INTRODUCTION TO ENTERPRISE ARCHITECTURE
SEGMENT 1-05: ZACHMAN FRAMEWORK V2.0 AND ENTERPRISE ARCHITECTURE MATURITY
SEGMENT 1-06: GOVERNANCE ANALYSIS USING ENTERPRISE ARCHITECTURE
"Why DevOps is not enough" by Uwe Friedrichsen
The DevOps movement is gaining momentum - which is good. But still DevOps often is seen way to small. DevOps is not only some more collaboration between Development and Operations. It is the implementation driver for a massive change in IT - and it is not enough in itself. In this session we will examine the drivers and goals behind DevOps, why we need the change, how DevOps affects the whole IT and what else is needed to really "become DevOps". We will develop an "DevOps ecosystem" and draw the missing lines between several important concepts that all feed into the actual goals behind DevOps.
"Why DevOps is not enough" by Uwe Friedrichsen
The DevOps movement is gaining momentum - which is good. But still DevOps often is seen way to small. DevOps is not only some more collaboration between Development and Operations. It is the implementation driver for a massive change in IT - and it is not enough in itself. In this session we will examine the drivers and goals behind DevOps, why we need the change, how DevOps affects the whole IT and what else is needed to really "become DevOps". We will develop an "DevOps ecosystem" and draw the missing lines between several important concepts that all feed into the actual goals behind DevOps.
Strategic Marketing Architecture for start-upsBob Tarren
A glimpse from a large deck on how to develop a Strategic Marketing Architecture to inform decisions and actions for start-ups and early stage companies.
What does “Business Architecture” mean? How do we create a Business Architecture? And critically how do we practically apply it to help inform strategic decisions and investments?
This talk will demonstrate the key points in creating a Business Architecture, the major artefacts and how to apply them.
Introduction : What is a Business architecture & why do we need one?
The Strategic Context: capturing and articulating business motivation
The value system and the business value chain
The Business Capability view
What is a Business Capability?: How do we describe a Capability?
Identifying strategically important Capabilities
Measuring Capability maturity and gaps
Views and viewpoints:
Business & Technology Pain points
Programme overlay: Are we investing in the right capabilities & applications to address them?
Architecture interconnects: Business Architecture, Enterprise Architecture and the Strategic Roadmap
Creating traceability from IT decisions to business goals
Throughout a Case Study from Financial Services will be used to illustrate the approach
Enterprise Architecture Governance: A Framework for Successful BusinessNathaniel Palmer
Enterprise Architectures play an important role supporting business transformation initiatives. Enterprise Architecture Governance (EAG) provides a structure for defining relevant strategies and compliance processes. This Level 3 Communications case study presents a detailed framework composed of three essential components of EAG:
1) Organizational Accountability must be clearly defi ned for all EAG aspects, and executive sponsorship is essential. Level 3 formed an executive steering committee with broad representation, preventing EAG from becoming an IT-only initiative.
2) Strategy Defi nition provides the roadmap for business transformation initiatives. Architectural guiding principles defi ne values and offer input into strategies, end states define where the company is going, and roadmaps document how to get there from.
3) Compliance Processes ensure that development initiatives are in alignment with the strategic direction. Level 3 has created a framework that gives each development initiative an architecture rating that indicates its compliance level.
This slide deck dives a bit in history to understand where IT comes from, where we are now and why we are there and what our options are. It starts with exploring the paradigms of the markets companies live in, travels through matching organizational approaches and finally looks at the history and current state of IT.
Based on that and after a quick look at Conway's law the market paradigms and organizational approaches are evaluated with respect to the drivers they imply on IT in general and architecture particularly.
And after all that foreplay (which is necessary to really understand where we are and what the forces are) several architectural styles and technologies are located on the scale that the market paradigms and organizational approaches span. This way sort of an "architectural fitness detector" is provided which helps to make architectural choices based on needs instead of hypes or habits (which are way to often the choice drivers).
The slide deck then finishes up with a few mismatches that are seen quite often in reality and it can be seen how the distance between architectural choices on the presented scale can be used to quickly determine potential mismatches.
As always the voice track is missing but I hope that the slides are still of some help for you.
TRANSFORM FROM PROJECT TO PRODUCT TO SURVIVE THE AGE OF DIGITAL DISRUPTION Mani Maun
For the last 10 years or so established businesses have faced the threat of digital disruption, the traditional planning, and execution methods no longer seem enough to survive.
The impact from COVID-19, in a matter of months, has sped up the rate of disruption, to an extent that established businesses are struggling to understand and keep up with the new normal. On day 0 of COVID-19, when things started to shut down, faults with the current delivery methods of digital transformation started to surface. Current Planning, budgeting, prioritization, resourcing, operations, and delivery just seems out of place and not relevant anymore.
In the volatile and uncertain times, we are in, traditional managerial frameworks and infrastructure models cannot keep up with demands being placed on them.
Increase Your Company's Value: Use the Value MultiplierOpenMatters
The Value Multiplier helps leaders understand why investors prefer some business models more than others, the history of different business models, and how to allocate your company's resources in the most valuable 'assets' (tangible and intangible).
Disruption extinction or still evolution - 2021Jos Voskuil
Presentation related to the PLM Road Map & PDT Spring 2021 conference addressing new technologies providing the needs to transform PLM trying to avoid disruption
This slide deck is basically my take on the future development of microservices. It is not so much a technological prediction as a tactical prediction.
It starts with taking stock of IT: Where do we come from, where are we right now and what are the trends that (most likely) will shape our future? I try to address those issues from several points of view, not necessarily creating a totally consistent picture of IT (which imo is not possible anyway), but trying to point out the most influential drivers of the past, today and the future.
Then I try to locate microservices in that picture with mutliple angles - where they blend in. Having done that, I try to show how microservices will evolve in the future based on my observations. And in order to complete the journey, based on the anticipated future of microservices, I try to give a few recommendations for microservices developers of today how to prepare for that evolution.
While - as written in the beginning - this is my take on the evolution of microservices and the voice track is missing, I still hope that it is a bit helpful and delivers some food for thought.
¿te has preguntado cual es la diferencia que hace exitoso la implementación de un programa de transformación digital y otro que no?. Seguramente encontrarás varias diferencias y una de ellas sera las metodologías, practicas y herramientas que se utilizaron durante la definición, planeación, ejecución, monitoreo y control de la estrategia. Arquitectura Empresarial es un marco de referencia que aunado a otras disciplinas permite el éxito de cualquier transformación.
Strategic Marketing Architecture for start-upsBob Tarren
A glimpse from a large deck on how to develop a Strategic Marketing Architecture to inform decisions and actions for start-ups and early stage companies.
What does “Business Architecture” mean? How do we create a Business Architecture? And critically how do we practically apply it to help inform strategic decisions and investments?
This talk will demonstrate the key points in creating a Business Architecture, the major artefacts and how to apply them.
Introduction : What is a Business architecture & why do we need one?
The Strategic Context: capturing and articulating business motivation
The value system and the business value chain
The Business Capability view
What is a Business Capability?: How do we describe a Capability?
Identifying strategically important Capabilities
Measuring Capability maturity and gaps
Views and viewpoints:
Business & Technology Pain points
Programme overlay: Are we investing in the right capabilities & applications to address them?
Architecture interconnects: Business Architecture, Enterprise Architecture and the Strategic Roadmap
Creating traceability from IT decisions to business goals
Throughout a Case Study from Financial Services will be used to illustrate the approach
Enterprise Architecture Governance: A Framework for Successful BusinessNathaniel Palmer
Enterprise Architectures play an important role supporting business transformation initiatives. Enterprise Architecture Governance (EAG) provides a structure for defining relevant strategies and compliance processes. This Level 3 Communications case study presents a detailed framework composed of three essential components of EAG:
1) Organizational Accountability must be clearly defi ned for all EAG aspects, and executive sponsorship is essential. Level 3 formed an executive steering committee with broad representation, preventing EAG from becoming an IT-only initiative.
2) Strategy Defi nition provides the roadmap for business transformation initiatives. Architectural guiding principles defi ne values and offer input into strategies, end states define where the company is going, and roadmaps document how to get there from.
3) Compliance Processes ensure that development initiatives are in alignment with the strategic direction. Level 3 has created a framework that gives each development initiative an architecture rating that indicates its compliance level.
This slide deck dives a bit in history to understand where IT comes from, where we are now and why we are there and what our options are. It starts with exploring the paradigms of the markets companies live in, travels through matching organizational approaches and finally looks at the history and current state of IT.
Based on that and after a quick look at Conway's law the market paradigms and organizational approaches are evaluated with respect to the drivers they imply on IT in general and architecture particularly.
And after all that foreplay (which is necessary to really understand where we are and what the forces are) several architectural styles and technologies are located on the scale that the market paradigms and organizational approaches span. This way sort of an "architectural fitness detector" is provided which helps to make architectural choices based on needs instead of hypes or habits (which are way to often the choice drivers).
The slide deck then finishes up with a few mismatches that are seen quite often in reality and it can be seen how the distance between architectural choices on the presented scale can be used to quickly determine potential mismatches.
As always the voice track is missing but I hope that the slides are still of some help for you.
TRANSFORM FROM PROJECT TO PRODUCT TO SURVIVE THE AGE OF DIGITAL DISRUPTION Mani Maun
For the last 10 years or so established businesses have faced the threat of digital disruption, the traditional planning, and execution methods no longer seem enough to survive.
The impact from COVID-19, in a matter of months, has sped up the rate of disruption, to an extent that established businesses are struggling to understand and keep up with the new normal. On day 0 of COVID-19, when things started to shut down, faults with the current delivery methods of digital transformation started to surface. Current Planning, budgeting, prioritization, resourcing, operations, and delivery just seems out of place and not relevant anymore.
In the volatile and uncertain times, we are in, traditional managerial frameworks and infrastructure models cannot keep up with demands being placed on them.
Increase Your Company's Value: Use the Value MultiplierOpenMatters
The Value Multiplier helps leaders understand why investors prefer some business models more than others, the history of different business models, and how to allocate your company's resources in the most valuable 'assets' (tangible and intangible).
Disruption extinction or still evolution - 2021Jos Voskuil
Presentation related to the PLM Road Map & PDT Spring 2021 conference addressing new technologies providing the needs to transform PLM trying to avoid disruption
This slide deck is basically my take on the future development of microservices. It is not so much a technological prediction as a tactical prediction.
It starts with taking stock of IT: Where do we come from, where are we right now and what are the trends that (most likely) will shape our future? I try to address those issues from several points of view, not necessarily creating a totally consistent picture of IT (which imo is not possible anyway), but trying to point out the most influential drivers of the past, today and the future.
Then I try to locate microservices in that picture with mutliple angles - where they blend in. Having done that, I try to show how microservices will evolve in the future based on my observations. And in order to complete the journey, based on the anticipated future of microservices, I try to give a few recommendations for microservices developers of today how to prepare for that evolution.
While - as written in the beginning - this is my take on the evolution of microservices and the voice track is missing, I still hope that it is a bit helpful and delivers some food for thought.
¿te has preguntado cual es la diferencia que hace exitoso la implementación de un programa de transformación digital y otro que no?. Seguramente encontrarás varias diferencias y una de ellas sera las metodologías, practicas y herramientas que se utilizaron durante la definición, planeación, ejecución, monitoreo y control de la estrategia. Arquitectura Empresarial es un marco de referencia que aunado a otras disciplinas permite el éxito de cualquier transformación.
Conway's law revisited - Architectures for an effective ITUwe Friedrichsen
This session is sort of a journey from the change drivers that affect today's IT to ways to respond to them in the architecture.
It starts with the business and technological drivers that force IT into change. After briefly sketching the big picture for IT as a whole, it focuses on the drivers and requirements that can be derived for architecture from the IT change drivers.
After carving out the architectural requirements, those are mapped to some trending topics. Based on the mapping results, it becomes obvious that there is no silver bullet (we all know that but this doesn't keep us from hoping that there still is one).
It is required to combine some ideas and concepts to a joint architectural style that becomes more than just the sum of its parts - and that's the last part of the story: Describing an architectural style that helps addressing the IT change drivers shown in the first part.
As a side note, at the end an idea is shown how EAM could fit into the picture laid out by the slides.
As always, many details are only on the voice track - and as always, sorry about that! But I hope that the slides still contain some ideas which are valuable for you.
This is the slide deck of a keynote I gave at Java Forum Nord 2016.
I started with some of the contradictory requirements, developers find themselves often confronted with and the question, if there is a bigger context that we can use to make sense of it.
Then I did a bit of "time-traveling", explaining where we came from and how business and IT have evolved over time. The core finding was that we find ourselves in the middle of a revolution that is going on (not only) in IT.
The last part were some recommendations how an IT developer can at least reduce the risk to become "revolution roadkill".
As always most of the content was on the voice track. But maybe the slides are still a bit helpful on their own.
Industry X.0 - Realizing Digital Value in Industrial Sectorsaccenture
Industry X.0 is a new way for manufacturing to operate. At its heart are highly intelligent, interconnected products and ecosystems that create a fully digital value chain, supplemented by new core innovation competences and deep cultural change. Learn more: https://accntu.re/2wKLK4m
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
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.
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
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
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
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.
Case Analysis - The Sky is the Limit | Principles of Management
Module 1 Enterprise Architecture For Managers and IT Professionals
1. Section 1
Strategic Modeling for
Enterprise Architecture
This Section is based on the Preface and Chapters 1, 2 and 5 of:
“Enterprise Architecture for Integration: Rapid Delivery Methods and
Technologies” by Clive Finkelstein, Artech House, Norwood MA
(2006)
Module 1: Enterprise Architecture
For Managers and IT