Patterns within patterns in architecture v2
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This document discusses strategic planning approaches and frameworks. It summarizes: 1. Various strategic planning approaches including mapping business and quality systems, synthesizing business process frameworks, and relating Demming's, Zachman's, and Stafford Beer's models. 2. It outlines the APQC business process framework involving 5 key business processes and roles that support them. 3. It discusses relating business functions, processes, stakeholders, and transaction capabilities using frameworks like ISO, Zachman, and the viable system model.
Patterns within patterns in architecture v2
- 1. By Lisa Martinez Wicked Design Solutions 408.638.9016
- 2. 1. Mapping the business and quality systems 2. Synthesis of APQC business process framework at level 1 3. Demming’s to Zachman to Stafford Beer
- 3. Current strategic approaches Ideal approach to strategic planning Strategic Plans are a practice where we go from where we are and try to go somewhere in the target state. ◦ No two organizations or agencies will have the same result Strategic Planning identifies the target state and maps to where we are. Various questions are asked in each stage ◦ Vital questions around why we do what we do and when we need to do it. ◦ Ensures the path of least resistance is identified ◦ Realize the vision in parallel without disruption (discreet)
- 4. Engineering Marketing Sales Operations BOT Delivery Technical Support Solution Delivery Row 1 Executives Column 1 What = Inventory Identification List Inventory Types • Column 2 How, Process Identification list process types • Column 3 Where, Distribution Identification • Column 4 Who Responsibility Identification • Column 5 When Timing Identification • Column 6 How Motivation Types List motivations Row 2 Business Management Column 1 Inventory Definition • Outcome Business Entity and Relationships • Column 2 Process Definition • Outcome Business Transform and Process Inp and Out • Column 3 Distribution Definition • Outcome Locations and connections • Column 4 Business Responsibility • Outcomes Roles and work product • Column 5 Timing Definition • Business Intervals and moments Business Management System HR and Corporate Finance Row 1 Column 6 Why Motivation Types Row 2 Business Management Column 1 Business Inventory and Relationships • ERP expense authorization • By Business Group>>Unit • By Company Code • By Location Code • By department Code • By General Ledger Code • Employees • Suppliers • Customers • Offers Business Management System Planning Strategy Quality Management System HR and Corporate Finance Management Capability W h o Understand Business and Quality to Zachman’s Communication Tool Executives – Responsibility and Dependencies Executives – Recovery Timing
- 5. • Transaction Capabilities • Row 3 Quality System 2. Design and Develop Products and Services • Transaction Capability • Marketing Budget Expense • Sales begin Revenue • Row 3 Quality System 3. Market and Sell Products and Services • Transaction Capability • EA Row 3 Quality System 4. Build Products and Services • Revenue Transaction 5. Manage Products and Services with Delivery 3. B Sell Products and Services “Sell Solutions” Business Entity Relationship to Process Definition as multiple transactions are formed (Transforms) Engineering Marketing Sales Operations BOT Delivery Technical Support Solution Delivery Business Process Synthesis of APQC
- 6. Principle 3: Involvement of people Principle 7: Factual approach to decision making Principle 6: Continual improvement Principle 5: System approach to management Principle 2: Leadership Principle 1: Customer focus Row 1 Column 60 Principle 4: Process approach Principle 8: Mutually beneficial supplier relationships Continuous Improvement Integrated Systems Demming Zachman Integrated Systems Beer Executives Row 1 Column 1-5 Executives Row 1 Column 1-5 Business Managers Row 2 Column 1-6 Executives Row 2 Column 2 Row 3 Architects Columns 1-6 must be defined Row 4 Engineers Columns 1-6 must be defined Executives Row 2 Column 1-6 Executives Row 2 Column 2 identity planning director Coordinator Collaboration
- 7. Executives Business Managers Architects Engineers Technicians Users Consumers Citizens Users Suppliers Users Employees Users Zachman Row 3 to The Enterprise “users” Row 6 Principle 3 People ISO 9001 Principle 1 Customers ISO 9001 Principle 2 Leadership ISO 9001 Principle 8 Mutually Beneficial Supplier Relationships Converges with ISO 9001 Principles Leverage Points Executives Leaders Marketing (engineering) Leaders Sales Operations Technical Services
- 8. Executives Business Managers Architects Engineers Technicians Users Customers Consumers Citizens Users Suppliers Users Employees Users Party Management Capability System and Sub-systems Principle 3 People ISO 9001, 2600, 27001 Principle 1 Customers ISO 9001, 2600 and 27001 Principle 2 Leadership ISO 9001, 2600, 27001 Principle 8 Mutually Beneficial Supplier Relationships ISO 9001. 2600 and 270001 Executives Leaders Marketing (engineering) Leaders Sales Operations Technical Services
- 9. APQC Business Process Framework 1. Design Strategy and Vision 2. Develop Offers 3. Market and Sell Offers 4. Deliver Offers 5 Manage Offers Executive Corporate Finance Human Resources Business Managers Offer Managers Engineers Corporate Marketing Field Marketing WW Sales Field Sales Legal Operations Supply Chain Inventory Project Delivery Re-active Technical Support Pro-active Technical Support Corporate Quality Revenue Transaction Capability Expense Transaction Capability Wicked Design Solutions Lisa Martinez Copyright @ 2013 Key Legend Process Roles Expense Transaction Capability Revenue Transaction Capability Business Function APQC BPM Expense or Cost Revenue or Benefit In order of dependencies whether or not the organization integrates the information we must assume the inputs from 1-5 are sub- systems in the enterprise. The names of business functions (common) with their association to the Business Process and The stakeholders direct relationship with the two transactional capabilities. “Lights on” Planning transitions to Director when business process 1 Identity and Planning are complete. ERP with budget level detail at the department by GL code allows each of the four BP task to execute with investment plans. Director collaboration and coordinator 1.1.3. Perform Internal Analysis 1.1.2. Identify needs of the Market Allows fact based decisions leverage points or re-use based on known connections knowing culture and competency have been abandoned for consensus “fit for purpose”.
- 10. Company Code ISO Country Name Sub-Account Code (Business Model) General Ledger (profit and Loss) Department Code (business unit) Project Code (alternative cost reference) ISO Country Code Display Name Currency Code Language Code has States in country Sub Topic Wicked Design Solutions Lisa Martinez Copyright @ 2013 Transaction Capabilities Expense or Cost Revenue or Benefits ISO Principles Corporate Policy Planning System
- 11. Management Capability Types Workers Customers Suppliers Party Offer Financial Accounts ISO Principles Systems Identity System Corporate Policy Record Management Profit and Loss Planning 1 of 3 Cybernetics ERP Segments ISO Country Codes Location Physical Address Planning System Coordinator and Collaboration Wicked Design Solutions Lisa Martinez Copyright @ 2013 Transaction Capabilities Expense or Cost Revenue or Benefits Cybernetics Viable System Model
- 12. Copyright @ 2014 WICKED Design Solutions Lisa Martinez 408.638-9016 1.2.2 Evaluate strategic options to achieve the objectives 1.2.2.1 Define strategic options 1.2.2.2 Assess and analyze impact of each option 1.2.2.3 Develop sustainability strategy 1.2.2.4 Develop global support and shared services strategy 1.2.2.5 Develop risk mitigation and management strategy 1.2.2.6 Develop lean/continuous improvements 1.2.3 Select long-term business strategy 1.2.4 Coordinate and align functional and process strategies 1.2.5 Create organizational design 1.2.5 Create organizational design (3) Management Capabilities (2) Transaction Capabilities Leveraging 4 Business Processes with Actors Leveraging 1 Design Strategy and Vision process 10 20 30 10 20 30
- 13. Develops and Operates ICT services for branches Enables strategy with improvements to existing ICT Services Supports Innovation with cabinet business case development Stakeholder – Branch Leaders to State Stakeholder Group 2 Internal Customers branch managers leading branch strategy Branch 1 Branch 2 Branch 3 Branch 4 Branch 6 Branch 7 10 20 30 Running the branch Continuously Improving Changing the branch Low Complexity=Small Medium Complexity=Medium High Complexity=Large ICT the Service Provider to state, county, and city A service provider Copyright @ 2014 WICKED Design Solutions Lisa Martinez 408.638-9016 Assign Segment by Size in Private Sector