As enterprise architecture expands outward towards the full whole-enterprise scope, what tools and methods will we need?
Presentation for IQPC Enterprise Architecture Summit, Sydney, 20-21 April 2021.
(This slidedeck includes extensive links to further sources of information - blog-posts, videos and other slidedecks.)
Key Elements of a Successful Data Governance ProgramDATAVERSITY
At its core, Data Governance (DG) is all about managing data with guidance. This immediately provokes the question: Would you tolerate any of your assets to be managed without guidance? (In all likelihood, your organization has been managing data without adequate guidance and this accounts for its current, less-than-optimal state.) This program provides a practical guide to implementing DG or recharging your existing program. It provides an understanding of what Data Governance functions are required and how they fit with other Data Management disciplines. Understanding these aspects is a prerequisite to eliminate the ambiguity that often surrounds initial discussions and implement effective Data Governance/Stewardship programs that manage data in support of organizational strategy. Delegates will understand why Data Governance can be tricky for organizations due to data’s confounding characteristics. This webinar will focus on four key DG elements:
- Keeping DG practically focused
- DG must exist at the same level as HR
- Gradually add ingredients (practicing and getting better)
- Data Governance in action: storytelling
Analytics plays a critical role in supporting strategic business initiatives. Despite the apparent value of providing the data infrastructure for these initiatives, many executives question the economic feasibility of business intelligence and analytics. This requires information professionals to calculate and present the business value in terms business executives can understand.
Unfortunately, most IT professionals lack the knowledge required to develop comprehensive cost-benefit analyses and return on investment (ROI) measurements.
This session provides a framework to help IT professionals research, measure, and present the economic value of a proposed or existing analytics initiative. The session will provide practical advice about how to calculate ROI, the formulas in use, and how to collect necessary information.
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
As enterprise architecture expands outward towards the full whole-enterprise scope, what tools and methods will we need?
Presentation for IQPC Enterprise Architecture Summit, Sydney, 20-21 April 2021.
(This slidedeck includes extensive links to further sources of information - blog-posts, videos and other slidedecks.)
Key Elements of a Successful Data Governance ProgramDATAVERSITY
At its core, Data Governance (DG) is all about managing data with guidance. This immediately provokes the question: Would you tolerate any of your assets to be managed without guidance? (In all likelihood, your organization has been managing data without adequate guidance and this accounts for its current, less-than-optimal state.) This program provides a practical guide to implementing DG or recharging your existing program. It provides an understanding of what Data Governance functions are required and how they fit with other Data Management disciplines. Understanding these aspects is a prerequisite to eliminate the ambiguity that often surrounds initial discussions and implement effective Data Governance/Stewardship programs that manage data in support of organizational strategy. Delegates will understand why Data Governance can be tricky for organizations due to data’s confounding characteristics. This webinar will focus on four key DG elements:
- Keeping DG practically focused
- DG must exist at the same level as HR
- Gradually add ingredients (practicing and getting better)
- Data Governance in action: storytelling
Analytics plays a critical role in supporting strategic business initiatives. Despite the apparent value of providing the data infrastructure for these initiatives, many executives question the economic feasibility of business intelligence and analytics. This requires information professionals to calculate and present the business value in terms business executives can understand.
Unfortunately, most IT professionals lack the knowledge required to develop comprehensive cost-benefit analyses and return on investment (ROI) measurements.
This session provides a framework to help IT professionals research, measure, and present the economic value of a proposed or existing analytics initiative. The session will provide practical advice about how to calculate ROI, the formulas in use, and how to collect necessary information.
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
In this presentation Michael Payne debates the merits of placing Business Architecture within an organisation’s Business, IT or Enterprise Architecture departments. He examines some of the options available to organisations starting out with Business Architecture, and touches on Business Architecture engagement models. In addition, Michael provides a sneak peak into the new developments in the Open-BA Framework.
A Brief Introduction to Enterprise Architecture Daljit Banger
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
The challenge of alignment, integration and change in the development of e-services has gave attention to enterprise architecture. It provide the framework of engagement and thinking tool to define, elaborate, document, agree and communicate the strategic baseline, strategic intent, strategic architecture, strategic change and strategic resources in the development and improvement of e-services within the defined context and perspectives of time, stakeholders, performance, funds, environment, leadership and technology. The shared open presentation is a product of direct engagement with people of decision and work who are enabled to participate the formulation of enterprise architecture that matters to their performance.
The latest version of the TOGAF standard has special emphasis on Business Architecture, Digital Trends, and Business Transformation beyond IT. Stuart Macgregor takes us through some of these changes to the TOGAF® 9.2 standard and discuss how they will benefit us.
This presentation provides an overview of Enterprise Architecture Frameworks. It is presented by the Semantech Inc. Enterprise Architecture Center of Excellence. The purpose of the briefing is to provide a better understanding of how Frameworks are used in the practice of EA.
A simple guide to learn what EA is, why it’s important and how you can be using it to help your enterprise.
For more information: info@boc-group.com
Try ADOIT for EA:
https://www.boc-group.com/adoit/#test-it
(subtitle: Extending enterprise architecture beyond IT)
This presentation (in Notes View, to show slides and script) reviews some of the themes needed to break out enterprise architecture from the usual IT-centric constraints, as represented by most of the existing EA frameworks and toolsets.
[Core content copyright (c) Tetradian 2007; other copyrights and trademarks as indicated]
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.
IT Governance Powerpoint Presentation SlidesSlideTeam
“You can download this product from SlideTeam.net”
Enable efficient use of information technology using these content ready IT Governance PowerPoint Presentation Slides. Take advantage of these corporate governance PPT templates to showcase the components of IT alignment like business strategy, IT strategy, business infrastructure, and IT infrastructure. Take the assistance of these data governance PPT visuals to show the steps of business alignment such as identification of key drivers, cost schedule, etc. Portray the managerial processes including direction setting processes, negotiation processes, monitoring and control processes using these IT performance PPT layouts. Demonstrate the organizational processes like work, behavioral, and change processes with this IT alignment PowerPoint deck. Reveal the gap between the current state and the future state along with the strategy to bridge that gap using these information technology governance PPT slideshow. Download these amazing data governance PPT layout and ensure the integrity and security of your organizational information. https://bit.ly/3EZfMDi
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
Data modelling has been around since the mid 1970's but in many organisations there is considerable scepticism and downright distrust regarding the place dta modelling should occupy. So why does data modelling still have to be "sold" in many companies, and in others people simply don't believe it's necessary " the software package has all I need"! This paper looks at the failure of organisations to capitalise on the benefits data modelling can yield and examines where in the changing information systems landscape modelling is relevant.
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
Data Catalogs Are the Answer – What is the Question?DATAVERSITY
Organizations with governed metadata made available through their data catalog can answer questions their people have about the organization’s data. These organizations get more value from their data, protect their data better, gain improved ROI from data-centric projects and programs, and have more confidence in their most strategic data.
Join Bob Seiner for this lively webinar where he will talk about the value of a data catalog and how to build the use of the catalog into your stewards’ daily routines. Bob will share how the tool must be positioned for success and viewed as a must-have resource that is a steppingstone and catalyst to governed data across the organization.
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.
BI Consultancy - Data, Analytics and StrategyShivam Dhawan
The presentation describes my views around the data we encounter in digital businesses like:
- Looking at common Data collection methodologies,
-What are the common issues within the decision support system and optimiztion lifecycle,
- Where are most of failing?
and most importantly, "How to connect the dots and move from Data to Strategy?"
I work with all facets of Web Analytics and Business Strategy and see the structures and governance models of various domains to establish and analyze the key performance indicators that allow you to have a 360º overview of online and offline multi-channel environment.
Apart from my experience with the leading analytic tools in the market like Google Analytics, Omniture and BI tools for Big Data, I am developing new solutions to solve complex digital / business problems.
As a resourceful consultant, I can connect with your team in any modality or in any form that meets your needs and solves any data/strategy problem.
In this presentation Michael Payne debates the merits of placing Business Architecture within an organisation’s Business, IT or Enterprise Architecture departments. He examines some of the options available to organisations starting out with Business Architecture, and touches on Business Architecture engagement models. In addition, Michael provides a sneak peak into the new developments in the Open-BA Framework.
A Brief Introduction to Enterprise Architecture Daljit Banger
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
The challenge of alignment, integration and change in the development of e-services has gave attention to enterprise architecture. It provide the framework of engagement and thinking tool to define, elaborate, document, agree and communicate the strategic baseline, strategic intent, strategic architecture, strategic change and strategic resources in the development and improvement of e-services within the defined context and perspectives of time, stakeholders, performance, funds, environment, leadership and technology. The shared open presentation is a product of direct engagement with people of decision and work who are enabled to participate the formulation of enterprise architecture that matters to their performance.
The latest version of the TOGAF standard has special emphasis on Business Architecture, Digital Trends, and Business Transformation beyond IT. Stuart Macgregor takes us through some of these changes to the TOGAF® 9.2 standard and discuss how they will benefit us.
This presentation provides an overview of Enterprise Architecture Frameworks. It is presented by the Semantech Inc. Enterprise Architecture Center of Excellence. The purpose of the briefing is to provide a better understanding of how Frameworks are used in the practice of EA.
A simple guide to learn what EA is, why it’s important and how you can be using it to help your enterprise.
For more information: info@boc-group.com
Try ADOIT for EA:
https://www.boc-group.com/adoit/#test-it
(subtitle: Extending enterprise architecture beyond IT)
This presentation (in Notes View, to show slides and script) reviews some of the themes needed to break out enterprise architecture from the usual IT-centric constraints, as represented by most of the existing EA frameworks and toolsets.
[Core content copyright (c) Tetradian 2007; other copyrights and trademarks as indicated]
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.
IT Governance Powerpoint Presentation SlidesSlideTeam
“You can download this product from SlideTeam.net”
Enable efficient use of information technology using these content ready IT Governance PowerPoint Presentation Slides. Take advantage of these corporate governance PPT templates to showcase the components of IT alignment like business strategy, IT strategy, business infrastructure, and IT infrastructure. Take the assistance of these data governance PPT visuals to show the steps of business alignment such as identification of key drivers, cost schedule, etc. Portray the managerial processes including direction setting processes, negotiation processes, monitoring and control processes using these IT performance PPT layouts. Demonstrate the organizational processes like work, behavioral, and change processes with this IT alignment PowerPoint deck. Reveal the gap between the current state and the future state along with the strategy to bridge that gap using these information technology governance PPT slideshow. Download these amazing data governance PPT layout and ensure the integrity and security of your organizational information. https://bit.ly/3EZfMDi
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
Data modelling has been around since the mid 1970's but in many organisations there is considerable scepticism and downright distrust regarding the place dta modelling should occupy. So why does data modelling still have to be "sold" in many companies, and in others people simply don't believe it's necessary " the software package has all I need"! This paper looks at the failure of organisations to capitalise on the benefits data modelling can yield and examines where in the changing information systems landscape modelling is relevant.
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
Data Catalogs Are the Answer – What is the Question?DATAVERSITY
Organizations with governed metadata made available through their data catalog can answer questions their people have about the organization’s data. These organizations get more value from their data, protect their data better, gain improved ROI from data-centric projects and programs, and have more confidence in their most strategic data.
Join Bob Seiner for this lively webinar where he will talk about the value of a data catalog and how to build the use of the catalog into your stewards’ daily routines. Bob will share how the tool must be positioned for success and viewed as a must-have resource that is a steppingstone and catalyst to governed data across the organization.
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.
BI Consultancy - Data, Analytics and StrategyShivam Dhawan
The presentation describes my views around the data we encounter in digital businesses like:
- Looking at common Data collection methodologies,
-What are the common issues within the decision support system and optimiztion lifecycle,
- Where are most of failing?
and most importantly, "How to connect the dots and move from Data to Strategy?"
I work with all facets of Web Analytics and Business Strategy and see the structures and governance models of various domains to establish and analyze the key performance indicators that allow you to have a 360º overview of online and offline multi-channel environment.
Apart from my experience with the leading analytic tools in the market like Google Analytics, Omniture and BI tools for Big Data, I am developing new solutions to solve complex digital / business problems.
As a resourceful consultant, I can connect with your team in any modality or in any form that meets your needs and solves any data/strategy problem.
Worksheet for 'mini-workshop' on insights from current developments and practice in enterprise-architecture (BCS-EA conference, London, October 2012)
This worksheet should be used in parallel with the associated presentation. The main part of the presentation is split into eight 'chunks', each tackling a single 'lesson-learnt' from trying to explain EA themes to others in real-world EA practice. Each 'chunk' is timed as around two minutes of background and overview (the bulk of the slides, between the respective 'Challenge' and 'Practice'), and then four minutes pair-discussion around the questions summarised on the respective 'Practice' slide. With two minutes at the start for overall lead-in, and ten minutes at the end for general discussion about what came up for participants during the Practice sections, this fits exactly into a one-hour time-slot. This worked very well for that conference, but do feel free to adapt the timings for your own needs as appropriate.
Use this worksheet to document the respective Practice sections. The large symbol in the middle of the open space below item #3 ("It depends...") represents a single service - of any kind, anywhere in the enterprise, and at any level, from business-service right down to low-level web-service - that you can use as a base from which to model relationships and interdependencies between services.
(See http://www.slideshare.net/tetradian/lessonslearnt-in-ea-articulation for the associated presentation.)
What Every Procurement Professional Should Know About Supplier Risk Managemen...IBM Watson Commerce
See this on-demand webinar on Supplier Risk, "What Every Procurement Professional Should Know About Supplier Risk Management: The IBM Story."
You will learn:
-Precise framework around supplier risk management and why and where it’s needed
-How IBM manages supplier qualifications, compliance, financial continuity and supplier code of conduct
-Common mistakes made and solutions to supplier risk management
View here: http://procureconwest.wbresearch.com/the-ibm-story-mloc-h-iframe
Enterprise-architecture is often portrayed as being primarily about IT. This presentation shows that the IT-architecture is just one part of a much broader scope that EA must address if it is to be relevant to business.
Slidedeck for workshop session at Local Lives Global Matters conference: presented by Helena Read with Tom Graves.
The Ecology of Enterprise
This practical workshop will use the Tetradian Enterprise Canvas as a tool to explore the ecology of our organisations.
Droisys is an internationally recognized leader helping mankind advance and businesses grow through cost effective technology. Our focus is on creating secure applications to simplify people’s lives so they become raving fans.
Droisys is an internationally recognized leader helping mankind advance and businesses grow through cost effective technology. Our focus is on creating secure applications to simplify people’s lives so they become raving fans
Prise en compte de la dimension temporelle dans la modélisation des systèmes ...Pierre-Marie Delpech
La cartographie du programme Copernic que nous avons lancé à la DGFiP a développé une dimension originale, particulièrement novatrice pour l'état de l'art des outils d'urbanisation et cartographie des systèmes d'information, qui faisait cependant particulièrement défaut à la gouvernance des programme de transformation de SI: la dimension temporelle.
Il a s'agit d'introduire dans le méta-modèle classique d'urbanisation le concept de "palier", ainsi que les méta-relations nécessaires aux niveaux fonctionnel et applicatif, afin de permettre de spécifier l'ensemble des composants mis simultanément en production pour atteindre un nouvel état stable du SI le long de sa trajectoire de transformation (vers une architecture orientée service en l'occurrence).
Grace à quoi, cette trajectoire est aujourd'hui prise en compte dans la cartographie du SI. Alors que cette dernière se cantonnait auparavant à donner une vision stratégique, mais statique (carte = snapshop) des architectures existante et cible, elle donne désormais une vision dynamique du SI et offreau pilotage du programme de meilleures analyse d'impacts en cas d'aléas (retard de palier, par exemple).
TFS2010: Nuts and Bolts of Visual Studio Scrum v1.0 Template
Visual Studio and Team Foundation Server (TFS) are the cornerstones of development on the Microsoft .NET platform. These tools represent some of the best opportunities for success and to experience a focused and smooth software development process. For TFS 2010 Microsoft heavily invested in Scrum and is moving some internal product teams onto the approach.
This session is not about Scrum in depth, (for that please visit scrum.org) but rather, we will cover the lifecycle of creating work items and how this fits into Scrum using Visual Studio ALM and Team Foundation Server. We will cover in detail:
* How to successfully gather requirements
* How to plan a project using TFS 2010 and Scrum
* How to work with a product backlog in TFS 2010
* The right way to plan a sprint with TFS 2010
* Tracking your progress
* The right way to use work items
* Leveraging built-in reporting and Project portals available on the SharePoint dashboard
* Reports targeted to the Product Owner / Project Manager
You will walk away knowing how to interpret and understand a project health and progress. Visual Studio ALM is designed to address many of the problems faced by teams using traditional approaches. It does
so by providing a set of integrated tools to help teams improve their software development activities and to help management better support the software development processes.
APM Webinar hosted by the Greater Bay Area Branch on 21 April 2023
Speaker: Dr Wilson Lam
Building and Construction Industry represents a significant portion of the economic growth and GDP for Hong Kong SAR. Adoption of Information Technology solutions, Big Data solutions and modern technologies are becoming increasingly important for Small to Medium Enterprises in Hong Kong’s building and construction industry. This webinar was held on 21 April 2023.
With the changing landscape of construction industry in Hong Kong that requires to embrace the use of innovation and technologies, project management for Construction Industry stakeholders are facing the increasing needs and challenges to adopt examine, evaluate and suitably adopt different types of technologies to suit their project requirements or site contexts.
The latest development of Artificial Intelligence, including the hot issue in the global arena of ChatGPT gives many potential opportunities and challenges to project managers in the building and construction industry in Hong Kong and Asia Pacific.
This webinar explored from the APM Knowledge base and Core Competence how to unlock these potential benefits of these IT or Big Data Solutions effectively in project delivery.
The CPD Talk also covered some research and case study highlights that discusses upon the use of “Con Tech” in Israel for future reference.
https://www.apm.org.uk/news/exploring-the-use-of-it-solutions-big-data-solutions-for-building-engineering-and-construction-projects-part-i-case-studies-a-webinar/
https://youtu.be/bSc_r4VmI-w
A presentation I gave at the Enterprise Architecture Conference in 2007. It contains many pointers and tips regarding preparing diagrams for a variety of purposes.
External Factor Analysis Summary GuidelinesHere are some guideli.docxmydrynan
External Factor Analysis Summary Guidelines
Here are some guidelines for completing an EFAS (and IFAS):
External Factors (Column 1):
· Select five strategic opportunities and five strategic threats that are facing your company of choice.
· List each of these factors as either opportunities or threats.
· Give a short description of each factor.
Weight (Column 2):
· The total weight for all of the factors should be 1.00.
· Decide how strategic each of the ten factors is in comparison to each other. As an example, a factor that might have a high strategic significance to the firm may have a weight ranging from .15 to .20. On the other hand, a factor that may have little in the way of strategic significance, when compared to the other nine factors, might have a weight of .05.
Rating (Column 3):
· In this column you are to rate how effective the firm has been in meeting the opportunities and threats, with 5.0 being the top score for any factor. As an example, if you feel a firm is doing a super job of moving into Asia then give a rating of 5.0.
Weighted Score (Column 4):
· Now multiple the scores you have in Columns 2 and 3 for each factor.
· This will produce a weighted score for each factor.
Comments (Column 5):
· Give a short description that reflects why you gave the rating (Column 3) you did to each factor.
Total Scores:
· At the bottom of the matrix you are to record the totals of each Column- Weight (Column 2), Rating (Column 3), and Weighted Score (Column 4).
· The Total Weighted Score should indicate how effective your firm has been in handling its opportunities and threats.
EXTERNAL FACTOR ANALYSIS SUMMARY (EFAS)
FACTORS
WEIGHT
RATING
WGTD
SCORE
COMMENTS
OPPORTUNITIES
O1
O2
O3
O4
O5
THREATS
T1
T2
T3
T4
T5
TOTAL SCORES
EXTERNAL FACTOR ANALYSIS SUMMARY (EFAS) – Microsoft Corporation
FACTORS
WEIGHT
RATING
WGTD
SCORE
COMMENTS
OPPORTUNITIES
O1
Tablets and Smartphones
.15
3
.45
Tablets and Smartphones have provided a brand new market avenue for Microsoft. Microsoft is competing in this new sector via their Surface and Windows 8 phone, but they have not quite met market expectation with this.
O2
Gaming – Xbox and Kinect
.15
5
.75
Until 2010 Microsoft has been struggling in the gaming sector behind Sony (PlayStation) and Nintendo (Wii). But the launch of Kinect in late 2010 turned the corner in Microsoft’s favor and Microsoft has excelled in Gaming sector ever since launch of Kinect.
O3
Online Service offerings via cloud
.10
4
.40
The cloud computing has brought a new era of service offering across the software industry that enable small and medium companies to make use of advance software technologies without large investment. Microsoft has a dedicated online services division to compete in this sector and has been performing relatively well.
O4
Emerging Markets
.05
4
.20
The technology sector in north America and Europe has matured, but ...
A presentation from Benchmark Consulting describing the role Business Architecture can play in achieving Digital Government transformation through legacy modernization.
This presentation introduces a revolutionary new approach for the provision and management of Enterprise Architecture (EA). It provides an affordable path to achieve architecture and governance alignment...
Micro Extended[X] Enterprises & An Ea Framework Best Suited For Them.IJERA Editor
“SMiXE’s – Small & Micro Extended Enterprises”, in automobile industry, though referred as Small & Micro,
but forms a bulk or a huge base of the automobile Cluster/ Pyramid (see Fig 1 below) in terms of people
employed, work done by them in tot up. It compliments the auto industry in absorbing the cost pressure and at
the same time facilitates the auto industry in segregating the less efficient routine as well as menial work
towards the bottom of the pyramid. Freeing the OEM to focus on their core activities. By their very “Nature &
Need”, SMiXE have to be very “Agile, Cost Competitive and Adaptive” by their “Nature”, as all OEM’s
(Global & Local) are being forced to adapt new, improved, environment friendly and fuel efficient standards.
The environment in which they (SMiXE) exist and to the very market (“Need”) that they cater is very dynamic.
Keeping the above mentioned points and the constraints mentioned below, in this paper we will be evaluating
the best suited EA framework which will enable us in providing a viable EA solution for SMiXE’s.
Running head: MANAGEMENT STRATEGY 1
MANAGEMENT STRATEGY 8
Management Strategy
James Smith
MBA6022 Unit 4 Assignment 1
2/7/16
ABSTRACT
We know the fact that quality and safety can be called as an important factor for every organization. This happen to Toyota when they were faced with an accelerator crisis after faulty accelerator pedals in some of their vehicles caused the pedals to depress get stuck or cause them to accelerate. This lead to a massive recall and lead to penalties and fines from the US government and consumer confidence diminished. In this presented assignment I will create a cause-and-effect diagram, create a graphic flowchart, create a before-and-after flowchart, I will describe the scope of my process improvement objective, and a revision of my problem statement based on what I learned about my objective by using the diagram and flowchart tools.
Cause-and-Effect Diagram
(
Resistance to
change
) (
Over-production
) (
Inventory
) (
Competitio
n
) (
Waiting /Delay
) (
Errors
) (
Faulty Accelerator
Car
, Death, and a Massive
Recall (Quality
issue
and safety issue
)
) (
Skills
) (
Motion
) (
Machine
) (
Process
) (
Manpower
) (
Environment
)
Information from the fishbone diagram does not seem to point to a certain cause or particular step in the flowchart but it does offer up more ideas to pinpoint the root cause of the problem by looking at the cause and effect relationships and lets you see where any bottlenecks in the process occur. It saves you from solving the problem and not finding out until later that it was only part of the problem. This saves time and resources by getting to the root cause of the problem because you can come up with solutions that enables you to look through the complexities of the problem. The fishbone diagram is literally like the bones of a fish. The head is where the larger issues are and as you go through the fish ending at the tail is the issue that do not have as much of an impact reside.
The fishbone diagram does not conflict with the initial flowchart but it does offer up more solutions then the original flowchart. While coming up with a problem statement, it was about focusing on one area that may have been causing the problem. According to Russell and Taylor (2014), the fishbone diagram allows us to look strategically at a wide range of areas that may be causing the problem.
While analyzing the cause and effect diagram we can able to understand that the quality and the safety of product is not up to the mark. And the process is affected by the different factors such as, unskilled labors and delay in providing quality services. The automobile market changing time to time and the interest of customers is also changing, so in order for gaining the profit the companies has to give more importance to the concept of quality (Imai 2012). In this case we can able to understand that, the company overestimated the demand for the.
This presentation provides a high-level overview for the practice of IT Architecture in today's enterprise. It is the first in several IT Architecture presentations we will be providing.
Similar to Enterprise-architecture on purpose (20)
Why do enterprise-architecture fail? Three of the most common causes are:
-- Blurring between the distinct rolesof architecture and design
-- Starting architecture too lateand/or finishing too early in the process for making something real
-- Placing arbitrary constraintson content, scope and/or scale
Each of these errors causes the architecture to fragment and then fail.
In this slidedeck, we explore the causes for each of these errors, why they occur, the effects that the errors have, and what to do to avoid them.
What is data-driven architecture? And if we use one, what data should we use to drive it?
A data-driven architecture should provide many real advantages - timeliness, self-adapting to change, and more anchored in the real-world context. Yet we can only reach those advantages when we have the right data - so how do we identify the right data to use?
The danger with ‘data-driven’ is that it often points us towards the wrong end of that challenge - the ‘What’ of the data, rather than the ‘Why’ and ‘How’ that underpins the architecture itself. For example, one common trap is saying “We have this data-source: how can we use it in our architecture?” - the classic architecture-error called ‘solutioneering’.
Instead, we need to start our architecture at the other end, moving from stakeholders to story to solution. In this webinar we’ll re-purpose the classic DIKW set - data information, knowledge, wisdom - to help us make sense of how a data-driven architecture actually operates, and thence point us towards the data-sources and sensors that we need to make it all work.
(Webinar for The Bridge / MongoDB, organised by Andrew Blades, Sydney, Australia, 06 August 2020.)
Webinar on power, leadership and change, for the Strategy, Execution and Leadership meetup, Adelaide, July 2020
For more details on the Strategy, Execution and Leadership meetup, see https://www.meetup.com/StrategyExecutionLeadership/
Webinar on sensemaking and action for planning and response to disruption, in business, in the family and in the community.
Joint webinar with Peoplerise and Vulcano, 22 June 2020
Presentation for IASA 24hr Online Summit, 30 April - 01 May 2020.
In every country, all of our enterprises are facing unprecedented levels of challenge and change. To help our organisations not just to weather the storm, but thrive in the new environment, enterprise architects would do well to extend their toolkit with tools from other strategic disciplines. This session provides a practical overview of some of the tools available from the futures/strategic-foresight domains, and shows how to use them in enterprise-architecture practice.
This session from the BCS EASG (British Computer Society Enterprise Architecture Special Group) conference, London, 26 June 2018, introduces a simple tool and technique that anyone can use to explore options for or in response to a business-change.
Enterprise Architecture: Perspectives, conflicts and how to resolve themTetradian Consulting
Slidedeck for Brighttalk webinar, 06 December 2017
Enterprise-architecture used to be about IT and not much else: but not any more. These days, enterprise-architects in digital-transformation and the like must negotiate an ever-expanding maze of perspectives and conflicts across every aspect of the organisation and beyond.
So how do we resolve those conflicts, and identify the common factors across the perspectives that link everyone together? This seminar introduces some practical, proven approaches that can help architects explore any change-context, and lead them to the solutions they need.
Slidedeck for keynote at Enterprise Architektura conference, Prague, 2 November 2017 - http://archforum.eu/
A unique reflection on different views of architecture. How to eliminate fears of change, work with cultural stereotypes, and how architecture is related to Czech black-humour and why we have a tendency, as architects, to cut ourselves down. Also, how the architect should prepare the 'battle-plan' and how to succeed in the fight itself.
(Description above adapted from original Czech text in the conference programme, via Google Translate - see http://archforum.eu/agenda/ .)
Presentation/workshop for British Computer Society (BCS) Enterprise-Architecture Special-Interest Group conference, London, 17 July 2017.
A simple step-by-step process to build a habit of reviewing benefits-realisation and lessons-learned from each iteration of architecture, with further actions to develop individual skills and shared-skills for teams. As shown in the workshop part of the session, the process can take as little as ten minutes, to deliver real, usable insights on a team's architecture-practice.
IASA / ICS Dublin workshop 'Tracking value in the enterprise'Tetradian Consulting
Slidedeck for an intended workshop at the IASA / Irish Computer Society conference, Dublin, June 2017
This slidedeck provides a ten-step process to identify what 'value' means within an organisation, and how to track and balance the flows of value across that organisation and its broader shared-enterprise.)
Slidedeck for IASA / Irish Computer Society IT-architecture conference 'Show me the money!'
(Don't worry too much about the title - the talk is actually about the relation between money and value, and why value, values and trust are actually the core concerns for any enterprise-architecture.)
Session for IASA ITARC Conference on digital-transformation, London, 26 May 2017: https://www.iasaglobal.org/itarc-london-may/
By definition a transformation will always be complex, often to extremes. So how can we, as architects, address all of that complexity, and still stay somewhat sane?
One long-proven answer is the humble checklist – a list of essential items that people tend to forget when the going gets tough. This session introduces a seven-point transformation-checklist for architects: purpose and story; scope and scale; governance; constraints; structure-flaws; test at the extremes; resistance to change.
This checklist can be used within almost any type of architecture-guided transformation. We’ll explore its practical application, usage and implications in a variety of real-world architecture contexts. But beware: you may be surprised at what a simple checklist can show you…
How do we explore the context for a business-architecture? Short-answer: raid the kids' toy-box!
This slidedeck provides a practical overview of how to explore and identify service-context or business-context, whilst developing a business-architecture. The key theme here is that it's easier to engage people in architecture-development if we make it both fun and thought-provoking, in an immediate, tangible way. As shown in the slidedeck, tools to do this include a wooden train-set and a Victorian toy-theatre - cheap, easily-obtainable and directly practical. Share And Enjoy!
Slidedeck for presentation at IASA-ITARC conference, London, 25 November 2016 - http://iasaglobal.org/itarc-london/
(Note: This is a big slidedeck - almost 75Mb. It'll take some time to download. But worth it, I trust!)
Slidedeck from Conferenz IT&EA Conference, Auckland, New Zealand, July 2016; also an extended version of slidedeck for IASA Architecture Summit, Dublin, Ireland, July 2016
This provides an overview of whole-enterprise architecture, and how it differs from and extends classic IT-centric 'enterprise'-architecture. It also provides a practical overview of methods, including three worked-examples.
Disintegrated EA? - how to fight against fragmentation of the architecture
What are the factors that cause fragmentation of an enterprise-architecture? And what can we do about them? Focussing more on the human-factors in enterprise-architecture, this presentation explores a set of meta-disciplines that can be used to guide EA practice - and 'Seven Sins of Dubious Discipline' that can lead us astray!
Presentation at Integrated-EA 2016, London, 2 March 2016
Integrated-EA http://www.integrated-ea.com/ is a conference on enterprise-architecture in Defence and related contexts - hence the military flavour of some of the content and visual-jokes in the slidedeck.
(In case the number of slides here causes you some concern: yes, it's almost 200 slides, but it's fast-paced - it all fits into a 30-minute conference-slot.)
Presentation for the IASA January 2016 eSummit on business-architecture - see http://iasaglobal.org/monthly-esummit/
Exploring the context of business-architecture: upwards to the big-picture, downwards to implementation, sideways to connections and qualities, and avoiding design-mistakes that take us backward to business-models that really don't work...
Attracting, retaining and getting the best from your architectsTetradian Consulting
Meetup sessions at x:pand Melbourne and x:pand Sydney, October 2015
(hosted by x:pand and Australasian Architecture Network)
The Australasian Architecture Network has hosted a number of recent meet ups aimed at educating talented people across a range of new technologies and technical areas. This time we’re looking at something much more important, the people. In particular it will focus on how you can get the best from the Architects in your business and how they can deliver the best results to you.
It will look at the age old debate which always exists in this field between art and science, the creative vs. the coder. What types of projects require what types of people and how do you get the best results from such a diverse range of individuals.
Keynote from Australasian Enterprise Architecture Conference, Sydney, 19 October 2015
http://enterprisearchitectureconference.com.au/
What is it that makes an enterprise into an enterprise? The answer is a story…
Most current approaches to enterprise-architecture start from technology – which works well enough if you are only working on the technology itself. But as enterprise-architecture expands outward into the business, or we need to work on ‘digital transformation’ where people and their needs necessarily come to the fore, a technology centred approach starts to show its limitations.
This lively session introduces a complementary, more people-oriented approach to enterprise-architecture, built around a concept of ‘the enterprise as story’. We’ll explore:
• what story is, in the context for enterprise-architecture
• how story acts as a unifying theme for the architecture
• how to identify and develop the enterprise-story
• how story underlies enterprise values and principles
• how story provides guidance and governance for information-architecture, technology-architecture, digital-transformation and service-design
After this session, you’ll see your architecture with new eyes – open to new possibilities and new ways to engage with all of your stakeholders in the broader business. Share and Enjoy!
ACS EA-SIG - Bridging enterprise-architecture and systems-thinkingTetradian Consulting
Webinar for Australian Computer Society - Enterprise Architecture Special Interest Group, September 2015
A core aim in Enterprise Architecture (EA) and Systems-Thinking (ST): things work better when they work together on purpose. For this to happen, we need guided conversations that are actually everyone’s responsibility. What visual tools can we use to engage people in this?
This webinar introduces these concepts, and provides the tools and techniques need to bridge this gap. We will highlight some of the common approaches, frameworks and tools used in both of these highly related and important disciplines.
We will discuss how they can be used together and enhanced to deliver a common sense approach for everyday EA and ST practice. Included in this discussion is an introduction to the Enterprise Canvas, which is a powerful tool to enable visualisations of the enterprise by defining the services it offers and their relationships and interactions.
Invisible Armies: information, purpose and the real enterpriseTetradian Consulting
Presentation for Integrated-EA 2015 (enterprise-architecture conference, London, March 2015)
Every enterprise-architecture needs to address not only the visible elements of the context, but also its invisible elements - information, connections between people, and purpose.
(The focus of the conference is enterprise-architecture for the Defence context - hence the decidedly military flavour of the overall slidedeck and some of the visual-jokes. There's also some new work on complexity and the SCAN sensemaking/decision-making framework, around the importance and interdependence of 'commander's intent' and real-world information-flows.)
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Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
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Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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2. Architecture’s ‘one idea’ 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Architecture’s ‘one idea’: Things work better when they work together with clarity with elegance on purpose
3. What keeps architects awake at night? 28 Apr 2010 (c) Tom Graves / Tetradian 2010 What keeps IT-architects awake at night?
4. Enterprise architecture can help 28 Apr 2010 (c) Tom Graves / Tetradian 2010 bandwidth security cloud business-IT alignment single point of truth enterprise 2.0 disaster-recover planning system optimisation server failover applications integration Enterprise architecture can help with all of these concerns
5. What keeps executives awake at night? 28 Apr 2010 (c) Tom Graves / Tetradian 2010 But what about beyond IT? What keeps executives awake at night?
6. Executive #1: PR disasters 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Executive #1: “ Will we be hit with another PR disaster tomorrow morning?”
7. Executive #2: loss of market respect 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Executive #2: “ We’ve become the least-respected firm in our industry - what can we do about it?” - how do we get our market back?”
8. Enterprise architecture can help here too 28 Apr 2010 (c) Tom Graves / Tetradian 2010 How do we use enterprise architecture to help with those urgent business concerns?
9. Answer: architecture of the enterprise 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Answer: Extend enterprise-architecture to the whole enterprise
10.
11. Define ‘enterprise’ 28 Apr 2010 (c) Tom Graves / Tetradian 2010 [An enterprise is] an organisation or cross-functional entity supporting a defined business scope and mission. An enterprise includes interdependent resources – people, organisations and technology – who must coordinate their functions and share information in support of a common mission or set of related missions. FEAF definition
16. Business architecture vs enterprise architecture [1] 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Business -architecture is the architecture of business Enterprise -architecture is the architecture of the enterprise ( not solely the architecture of the enterprise-IT!)
17. Business architecture vs enterprise architecture [2] 28 Apr 2010 (c) Tom Graves / Tetradian 2010 We define an enterprise-architecture for an organisation about an enterprise
18. Business architecture vs enterprise architecture [3] 28 Apr 2010 (c) Tom Graves / Tetradian 2010 An organisation is bounded by rules and responsibilities An enterprise is bounded by values and commitments
19. Business architecture (Business Model Canvas) 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Business architecture example Business Model Canvas ( http://businessmodelgeneration.com ) Customer Relationships Key Partners Key Activities Value Proposition Customer Segments Key Resources Channels Revenue Streams Cost Structure
20. The organisation and the business 28 Apr 2010 (c) Tom Graves / Tetradian 2010 The organisation and the business
21. Value-proposition is the centre 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Value-proposition is the centre We need value-propositions for every stakeholder-group
22. Who is the architecture for? 28 Apr 2010 (c) Tom Graves / Tetradian 2010 We define an enterprise-architecture for an organisation about an enterprise
23. People – the nature of enterprise Structure of the enterprise 28 Apr 2010 (c) Tom Graves / Tetradian 2009 Stakeholders in the broader ecosystem (includes non-clients, anti-clients, government, general community) (enterprise is bounded by shared commitment to the vision ) Prospects Clients Organization (bounded by rules) (boundaries may be partly porous) Partners ( must share same vision) may also be clients or prospects Service Providers (must acknowledge and align to vision) may also be clients or prospects
24. So how does this help our executives? 28 Apr 2010 (c) Tom Graves / Tetradian 2010 So how does this help our executives?
25. Executive #1: PR disasters 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Executive #1: Real (if unofficial) business metric: Number of days between bad headlines in the newspaper
26. Executive #1: PR disasters 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Real newspaper headline: Agency fails again! Ten Category-1 * incidents in just one suburb still not resolved in two months! *Category-1: threat to life: must be resolved within 24 hours
27. Executive #1: PR disasters 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Result of (very urgent!) review: Agency had resolved incident, in less than one hour but Records could not show this, because of weak application/data architecture
28. What actually happened? 28 Apr 2010 (c) Tom Graves / Tetradian 2010 What actually happened? Incident-status (resolved/not-resolved) is attached to reports
29. What actually happened? 28 Apr 2010 (c) Tom Graves / Tetradian 2010 What actually happened? Reports can only be cleared when attached to incident-record
30. What actually happened? 28 Apr 2010 (c) Tom Graves / Tetradian 2010 What actually happened? Incident was threat to a pregnant woman and unborn child Child not yet born = no date-of-birth
31. What actually happened? 28 Apr 2010 (c) Tom Graves / Tetradian 2010 What actually happened? No date-of-birth = can’t auto-create record No manual override = can’t clear reports until child is born
32. Executive #1: PR disasters 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Architecture moral of this story: Every automated system needs an option for manual override
34. Executive #2: Trust-disasters 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Executive #2: Direct source of lost trust “ The only metric that matters is shareholder-value” (an ‘undiscussable’ policy-directive)
35. Executive #2: Trust-disasters 28 Apr 2010 (c) Tom Graves / Tetradian 2010 (to tackle this one, we’ll need to look at the structure of enterprise-architecture itself)
37. Executives and enterprise architecture 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Executives want to know about “ What business are we in?” (EA stage #1) and Resolving ‘pain-points’ (EA stage #5) (everything else is just detail...)
38. The structure of enterprise-architecture 28 Apr 2010 (c) Tom Graves / Tetradian 2010 but current ‘enterprise-architecture’ doesn’t serve either of those needs well
39. TOGAF scope in maturity-model 28 Apr 2010 (c) Tom Graves / Tetradian 2010 28 Apr 2010 TOGAF 8 (IT-architecture only) TOGAF 9 (mostly IT-architecture) TOGAF calls this ‘business-architecture’ (but doesn’t explain how to do it...)
40. The structure of enterprise-architecture 28 Apr 2010 (c) Tom Graves / Tetradian 2010 For this executive’s trust-problem we need to work on EA step #1: “ Know your business”
41. Business architecture vs enterprise architecture [2] 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Quick reprise on organisation versus enterprise: We define an enterprise-architecture for an organisation about an enterprise An organisation is bounded by rules and responsibilities An enterprise is bounded by values and commitments
42. EA step #1: ‘Know your business’ 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Two key themes for ‘Know your business’: ‘ Get everyone on the same page’ (functional business model) and Relationships between organisation and enterprise (vision, role, mission, goal)
43. Functional business model 28 Apr 2010 (c) Tom Graves / Tetradian 2010 A Functional Business Model helps to bring everyone ‘ on the same page’ to increase trust, respect and communication within the organisation in this case, we created a two-tier function-model to enhance communication at executive/senior-management level
44. Functional business model (tier-1) 28 Apr 2010 (c) Tom Graves / Tetradian 2010 28 Apr 2010 Gets everyone on the same page
45. Bank functional model (tier-1) 28 Apr 2010 (c) Tom Graves / Tetradian 2010 28 Apr 2010 Gets everyone on the same page (literally – we put the workshop participants’ photos on it)
46. Functional model (example tier-2) 28 Apr 2010 (c) Tom Graves / Tetradian 2010 28 Apr 2010 (this is for a different organisation, but it illustrates the same principles of layering)
47. Enterprise vision 28 Apr 2010 (c) Tom Graves / Tetradian 2010 The vision is a common theme that links everyone in the extended-enterprise to increase trust, respect and communication beyond the organisation in this case, we worked with the team to create a preliminary vision for the bank in relation to its enterprise
48. The bank and its extended-enterprise Structure of the bank’s enterprise 28 Apr 2010 (c) Tom Graves / Tetradian 2009
49.
50.
51. Executive #2: resolving the trust-problem 28 Apr 2010 (c) Tom Graves / Tetradian 2010 This vision-phrase “ better financial futures” was used as the key reference-anchor for subsequent work on organizational-development, market-development community-relations and internal architectures
52. Architecture’s ‘one idea’ 28 Apr 2010 (c) Tom Graves / Tetradian 2010 Architecture’s ‘one idea’: Things work better when they work together with clarity with elegance on purpose
TOGAF 9 tells us that there are four ‘architectures’: business architecture, data architecture, applications architecture and technology architecture. To be blunt, TOGAF’s ‘Business Architecture’ is not a proper business-architecture at all. In essence it’s a random grab-bag for ‘everything not-IT that might impact on IT’, which means that one Phase has to cover perhaps 97% of the enterprise, with high-level strategy all jumbled up with low-level process and everything in between. No wonder that IT’s relations with the rest of the business tend to be so fraught. Before we can use TOGAF for real enterprise architecture, we’ll need to tease out that tangle into a proper order.
This image gives us a better idea of the real scope we need in enterprise architecture. It also shows us why IT-centric architecture can be such a problem: it only covers a small part of what’s really needed, but pretends that it’s everything. IT doesn’t even cover the whole of information, because there’s also all the people-based ‘tacit’ information, for example, which is central to knowledge-management. So we need the architecture to be able to cover the whole enterprise – not just the IT.
This gives us a Zachman-like grid: a big-picture view which is mostly about business-purpose; and below it, a more explicit focus on people, information and/or physical ‘things’. These we need to split between a ‘logical’ view, which deals with common themes across all implementations; and a ‘physical’ view, which deals with the specific needs of each implementation. So to do a cross-enterprise optimisation of architecture, or to tackle the architectural issues of top-down strategy, we’ll need three distinct architectural assessments: big-picture, the common connections, and the design detail. This also aligns well with service-oriented architecture, especially if we extend the concept of ‘services’ across the whole enterprise.
One key here is the TOGAF Maturity Model, tucked away in Chapter 51 of the specification. It tells us what our architecture should look like at each of its five maturity-levels. But in practice we need to know what to do between those levels. These ‘stepping-stones’ tell us what we can and should do at each stage, to extend the maturity and capability of the architecture. They also build up a palette of capabilities, to tackle an increasing range of architectural concerns: overview first, then ‘horizontal’ clean-up, ‘top-down’ strategy, ‘bottom-up’ real-world impact and innovation, and finally able to use all of these in combination to ‘spiral-out’ from a chosen starting-point. This creates the ability to tackle the real business need: resolve the ‘pain-points’ and ‘wicked-problems’ embedded deep in the enterprise. That’s where we prove the real value of enterprise architecture.
But look at where the ADM actually sits, in terms of TOGAF’s own maturity-model. According to the spec, the main focus of a first ADM iteration is to clean up the IT space, defining a set of reference-models and the changes needed to get there. Subsequent ADM iterations provide blueprints for top-down strategic change. As can be seen, this is Step 2 and Step 3 – and again, for IT only. It doesn’t really tackle Step 1: that’s sort-of addressed in the Preliminary Phase, Phase A and Phase B, but not enough to satisfy most business-folks – hence endless problems about business-IT alignment. And it doesn’t deal with much if any of the Step 4 bottom-up issues. Which means we never get to Step 5 – which is where business will have always wanted us to be, right from the start.
But look at where the ADM actually sits, in terms of TOGAF’s own maturity-model. According to the spec, the main focus of a first ADM iteration is to clean up the IT space, defining a set of reference-models and the changes needed to get there. Subsequent ADM iterations provide blueprints for top-down strategic change. As can be seen, this is Step 2 and Step 3 – and again, for IT only. It doesn’t really tackle Step 1: that’s sort-of addressed in the Preliminary Phase, Phase A and Phase B, but not enough to satisfy most business-folks – hence endless problems about business-IT alignment. And it doesn’t deal with much if any of the Step 4 bottom-up issues. Which means we never get to Step 5 – which is where business will have always wanted us to be, right from the start.
But look at where the ADM actually sits, in terms of TOGAF’s own maturity-model. According to the spec, the main focus of a first ADM iteration is to clean up the IT space, defining a set of reference-models and the changes needed to get there. Subsequent ADM iterations provide blueprints for top-down strategic change. As can be seen, this is Step 2 and Step 3 – and again, for IT only. It doesn’t really tackle Step 1: that’s sort-of addressed in the Preliminary Phase, Phase A and Phase B, but not enough to satisfy most business-folks – hence endless problems about business-IT alignment. And it doesn’t deal with much if any of the Step 4 bottom-up issues. Which means we never get to Step 5 – which is where business will have always wanted us to be, right from the start.
But look at where the ADM actually sits, in terms of TOGAF’s own maturity-model. According to the spec, the main focus of a first ADM iteration is to clean up the IT space, defining a set of reference-models and the changes needed to get there. Subsequent ADM iterations provide blueprints for top-down strategic change. As can be seen, this is Step 2 and Step 3 – and again, for IT only. It doesn’t really tackle Step 1: that’s sort-of addressed in the Preliminary Phase, Phase A and Phase B, but not enough to satisfy most business-folks – hence endless problems about business-IT alignment. And it doesn’t deal with much if any of the Step 4 bottom-up issues. Which means we never get to Step 5 – which is where business will have always wanted us to be, right from the start.
But look at where the ADM actually sits, in terms of TOGAF’s own maturity-model. According to the spec, the main focus of a first ADM iteration is to clean up the IT space, defining a set of reference-models and the changes needed to get there. Subsequent ADM iterations provide blueprints for top-down strategic change. As can be seen, this is Step 2 and Step 3 – and again, for IT only. It doesn’t really tackle Step 1: that’s sort-of addressed in the Preliminary Phase, Phase A and Phase B, but not enough to satisfy most business-folks – hence endless problems about business-IT alignment. And it doesn’t deal with much if any of the Step 4 bottom-up issues. Which means we never get to Step 5 – which is where business will have always wanted us to be, right from the start.