EA and BA with Generic Baseline
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Lisa Martinez is proposing a global model for comparing organizations that focuses on enabling innovation through design thinking and systems approaches. Key goals include integrating enterprise architecture to create value, better managing obligations to employees, customers, and suppliers, and allowing the organization to be efficient, effective, and able to respond to threats and enable sustainable development. The document outlines perspectives from executives down to end users and the interactions between different roles. It also references using the Zachman framework and ISO 9001 principles related to customer focus, leadership, and people involvement.
EA and BA with Generic Baseline
- 3. To enable a global model which we can compare any organization or agency against To Enable Innovation Using Design Thinking with Systems Elicit Buy In from Decision Makers and Influencers To accelerate iterate and implement phases on a global scale
- 4. Integrate and simplify the Enterprise and Business Architecture to produce value. To better manage and monitor our obligations with our employees, suppliers and customers. Allowing the organization to be efficient and effective Moving to a service management model Allowing social responsibility as a competitive advantage Maturing to predict versus respond and react Allowing the best us of technology advances Better use of our assets to focus on our partners both internal and external Allowing sustainable development Responding to natural disasters and targeted threats Allowing innovation without slowing down our run the business models. Enabling sustainable development
- 5. Setup of party records employee, customers, suppliers Setup of item offer records hardware, software and service Setup of financial account records company location department general ledger project subaccounts Includes create, read, update and archive responsibility for use in transactional systems According to global or real world rules based on corporate liabilities
- 7. Executives • Context • Types Business Managers • Concepts • Inventory’s Architects • Systems • Logic Engineers Technicians Enterprise Users • Physics • Specification models • Components • Implementers • Users • Notivation
- 8. Enterprise Architects Decompose the Zachman Tool Executive Perspectives Row 1 Identification of Context Scope Context Business Management Perspectives Row 2 Definitions of Concepts Business Concepts Architects Perspectives Row 3 Systems Logic Designers System Reference Models Engineers Perspectives Row 4 Business Physics Builders Technology Physics Technician Perspectives Row 5 Business Component Implementers Tool Components and Configuration Models Row 6 Enterprise “Users”
- 9. A single user Retail Financial May have acquired loans for Home or vehicle Federal may be a service person Private Sector Public Sector Row 6 Enterprise Users as a citizen first and then an employee or agent
- 10. The interactions and event records created as a result of inputs/outputs performed during activities. The ability to attain fact based performance measures for employees, leadership and the enterprise stakeholders. In order to meet all obligations across the enterprise into your suppliers, customers and the associated measures of quality according to real world definitions. The ability to recover from a disaster or targeted attack against the organization or agency.
- 11. Executives – Present the value proposition on behalf of the first two rows Business Managers perspective and guide based on corporate policies Phase 1 Sustainable and Generic limited to core system functionality • Systems • Logic
- 13. Row 3 Architect Perspectives
- 14. 1. Design Strategy and Vision • Leaders work together to prepare the plan and design the strategy roadmap Corporate Finance • Do we have the right expenses planned in the right timeline to deliver the strategy Human Resources •Do we have the resources we need to deliver the strategy Plan, Design and Implement
- 15. 2. Design Products and Services •Engineering 3. Market and Sell Products and Services •Marketing •Sales 4. Build products and services •Operations 5. Support products and services •Delivery •Technical Services Business Process with Functional Resource Types 1. Design Strategy and Vision • Leaders work together to prepare the plan and design the strategy roadmap Corporate Finance • Do we have the right expenses planned in the right timeline to deliver the strategy Human Resources • Do we have the resources we need to deliver the strategy
- 19. Executives Business Managers Architects Engineers Technicians Users Customers Users Suppliers Users Employees Users Zachman Row 6 to The Enterprise “users” Principle 3 People ISO 9001 Principle 1 Customers ISO 9001 Principle 2 Leadership ISO 9001 Principle 8 Mutually Beneficial Supplier Relationships Rows in Zachman Tool v.3
- 20. Row 1 Executives Column 3 Distribution Types
- 21. 1. Design Strategy and vision 2. Design offers product and services 3. Market and Sell product and services 4. Build products and services 5. Support products and services Expense Transaction • Plans strategy • Allocates budgets Expense Transaction • Builds Offers • Develops distribution Expense Transaction • Enable Revenue • Initiates forecast Revenue Transaction • Recognize Revenue Revenue Transaction • Offset Revenue • Futures Cost Row 6 Employees and stakeholders Motivation Row 2 Leadership Concepts Row 1 Executives Context Executives Business Manager 1 Business Function Users 1 Business Function Users 2 Business Manager 2 Business Partners Distribution and Channels Row 1 Executives Column 1 What Capability Inventory Types Party Management Capabilities Item Offer Management Capabilities Financial Management Capabilities
- 22. reduce the plan increases the income •Customer •Partners •Employees Revenue Fast Lane •Financial Sponsors •Distribution Sponsors •Federal Sponsors •Employees Revenue Middle Lane •Customers – Enterprise •Employees •Innovation Offer Trials Revenue Slow Lane Increases Income Zachman Row 3 System logic and concept entities Entity Relationships Column 1 Process Representation Column 2 Distribution Locations and connections Column 3 by investment plan Responsibility Roles and Work Activities Column 4 •New Supplier •Employee •Innovation Offer Trials Expense Slow Lane •OEM Supplier •Approved Supplier •Employee •Acquisition Expense Middle Lane •Supplier (preferred) •Employee Expense Fast Lane Timing Internal and Movement Column 5 Motivation End and Means Column 6
- 23. Public Clouds Fast Lane Hybrid Clouds Middle Lane Private Clouds slow lane
- 24. Practictioner Business Architect Guild - Tools 1 Page Value Stream
- 25. Desired End State Quality Management Principle 1: Customer Focus •Effective alignment with the customer expectation and needs for operational excellence o Increased effectiveness in the use of the organization's resources to enhance customer satisfaction. o Improved customer loyalty leading to repeat business. •Increased revenue and market share obtained through flexible and fast responses to market opportunities. Customer Focus Threats • Inconsistent understanding of the customer needs and expectations. • Inability to align the objectives of the organization with customer needs and expectations systemically. • Communicating customer needs and expectations throughout the organization. • Measuring customer satisfaction and acting on the results. • Systematically managing customer relationships. • Ensuring a balanced approach between satisfying customers and other interested parties (such as owners, employees, suppliers, financiers, local communities and society as a whole). ISO 9001 Quality Management Principle 1 Customer Focus Touchless Ordering Revenue Reporting
- 26. Leadership (Employees) Threats •Considering the needs of all interested parties including customers, owners, employees, suppliers, financiers, local communities and society as a whole. •Establishing a clear vision of the organization's future. •Setting challenging goals and targets. •Creating and sustaining shared values, fairness and ethical role models at all levels of the organization. •Establishing trust and eliminating fear. •Providing people with the required resources, training and freedom to act with responsibility and accountability. •Inspiring, encouraging and recognizing people's contributions. Desired End State Quality Management Principle 1: Leadership •People struggle to understand and often lack the evidence to get motivated towards the organization's goals and objectives. •Unable to execute activities nor ensure they are evaluated, aligned and implemented in a unified way. •Miscommunication between levels of an organization will be minimized. •Unable to acknowledge corporate policies therefore definitions for enterprise business data reports higher than expected data quality defect impacting the customer and operational effectiveness. ISO 9001 Quality Management Principle 2 Leadership Industry standards measure all associated management activities Stakeholder Management
- 27. People Involvement Symptoms • Motivated, committed and involved people within the organization. • Innovation and creativity in furthering the organization's objectives. • People being accountable for their own performance. • People eager to participate in and contribute to continual improvement. Desired End State Quality ISO 9001 Quality Management Principle 3 People Involvement •High Percentages of People lack a clear understanding of the importance of their contribution and role in the organization. •The concept of open communication hasn’t been realized by having open and constructive conversations about constraints and barriers with their direct manager. •People lack accountability and rarely show behaviors that they accept ownership of problems and their responsibility for solving them. •Few people effectively evaluate and fail to define their own personal goals and objectives and often have not defined them in a manner to measure performance against them. •People lack the motivation to actively seek opportunities to enhance their competence, knowledge and experience. •Barriers to communication prevents the effective exchange of ideas and rarely do peers have bi-directional sharing of knowledge and experience.0 ISO 9001 Quality Management Principle 3 People Involvement Engaged and Motivated Employees Effective Measures against goals
- 28. Mutually beneficial supplier relationships • Inability to build relationships that balance short-term gains with long-term considerations. • Inability to exploit expertise and resources with partners. • Inconsistent methods used to identifying and select key suppliers. • Inconsistent forms of communication without clarity and open lines of communication. • No long term planning discussions or sharing of goals. • Silo-ed development and improvement activities. • Lack of a motivation and reward system for attainment of improvements or achievements by suppliers Desired End State Quality Management Principle 8: Mutually beneficial supplier relationships • Increased ability to create value for both parties. • Leverage supply chain • Flexibility and speed of joint responses to changing market or customer needs and expectations. • Optimization of costs and resources. ISO 9001 Quality Management Principle 8 Mutually beneficial supplier relationships Expense Management Strategic Supplier Relationships
- 29. Process Approach to Sustainable Development •People re-create and re-define activities outside their authority removing the capability necessary to obtain a desired result. •Lack of responsibility and accountability for managing key activities. •Subjective methods used to analyze the same global capabilities as management activities. •Few connected interfaces decoupling the business rules degrading the operational effectiveness and integrity of key activities within and between the functions of the organization. •Inability to identify the problem rather than symptom required to invest accordingly in the resources, methods, and materials that will improve key activities of the organization. •Significant gap in the methods used to evaluate risks, threats, consequences and impacts of activities on customers, suppliers and other interested parties. Desired End State ISO Quality Management Principle 4: Process Approach • Lower costs and shorter cycle times through effective use of resources. • Lifecycle relationships enable a predictive connection between electronic records for seamless access to business critical resources • Investments produce and improve by execution of consistent and predictable results. • Focused and prioritized improvement opportunities to enable global delivery Quality Management System Transactional Sub-Systems Run Time Dynamic State Interoperability Replication Business and Technology Recovery and record retention strategy
- 30. In Progress
- 32. Understand Enterprise is a system • Zachman • Demming Observe Users design patterns • People •Employees • Leaders •Suppliers •Customers Prototype Tools • Insight Maker Models • Debate Graph Models • Prezi Visual Guides • Facebook Pages • Mind Maps Visual Aides • Caccoo Diagrams Synthesis Party Management A static system Business Management System Party Management • Employees • Suppliers • Customers Financial Management Entities - Distribution Locations Timing Enterprise as a System - Design Thinking
- 33. Iterate Acquire Funding Plan, Design Offers Collaborate Within Organizations Within Agencies Pilot a STEM program with Industry Leaders MESA School students Re-Entry Programs Security ISO 27000 Social Responsibility 26000 Implement Build Workforce Skillset Build Partner Development Cloud Providers Build Public Managed Service Offers Build Private Managed Service Offers
- 34. Global Audience Consumers Registered Users Public Sector Regulators Guest Users Customers Entitled Users Suppliers Authorized Users Employees Authenticate d Users Enterprise Social Design Patterns for Cyber Security ITEM OFFER Data Information Knowledge Content Provider SaaS Content Acquisition IaaS Content Quality and Monitoring PaaS