EA and BA with Generic Baseline

Lisa Martinez

Executive Conversations “Enterprise Systems

and Subsystems”EaaS

Business and Quality

Management Systems

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

Purpose

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

Motivation

Setup of party records employee, customers, suppliers

Setup of item offer recordshardware, software and service

Setup of financial account recordscompany

locationdepartment

general ledgerproject subaccounts

Includes create, read, update and archive responsibility for use in transactional systems

According to global or real world rules based on corporate liabilities

Primary 1 Business Management Systems

Executives • Context • Types

Business Managers

• Concepts• Inventory’s

Architects • Systems • Logic

Engineers

Technicians

Enterprise Users

Perspectives with Zachman’s

Framework V.3 for Enterprise

Architects

• Physics• Specification

models

• Components • Implementers

• Users • Notivation

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

Enterprise as a System

Row 6 Enterprise

“Users”

A single user

Retail

Financial May have

acquired loans for Home or

vehicle

Federalmay be a

service personPrivate Sector

Public Sector

Row 6 Enterprise Users as a citizen first and then an employee or agent

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.

Quality Management Systems

Phase 1 The “As Is” against a global or

real world view.A generic way to group

different types of stakeholders to address complexity in

universal way. There’s no right or wrong

answer, in this approach and it doesn’t replace standards in

the industry.No two companies will have the

same degree of variance, therefore we are not measuring architecture merely the way we

discuss architecture with business people.

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

Outcome Acquire consensus and an

understanding of the roadmap to a generic

model which enables a mature predictable view

into the enterprise

Row 3 Architect Perspectives

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

Investment Planning, Design

and Implement (PDI) the Strategy

and Vision

Plan, Design and Implement

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

Stakeholders to InformCommunication Approach

Phase 1 A simple and consistent

message

Leverage PointsRelationships and Dependencies

Executives Business Managers Architects Engineers Technicians Users

CustomersUsers

SuppliersUsers

EmployeesUsers

Zachman Row 6 to The Enterprise “users”

Principle 3 People ISO 9001

Principle 1 Customers

ISO 9001

Principle 2 LeadershipISO 9001

Principle 8 Mutually Beneficial Supplier

Relationships

Converges with ISO 9001 Principles

Rows in Zachman Tool v.3

Row 1 Executives Column 3 Distribution Types

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 6Employees and

stakeholdersMotivation

Row 2LeadershipConcepts

Row 1Executives 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 2 “How” Process

Inventory Types

Row 1 Executives Column 1 WhatCapability Inventory Types

Party Management Capabilities

Item Offer Management Capabilities

Financial Management Capabilities

Perspectives

reduce the plan

increasesthe

income

• Customer• Partners• Employees

RevenueFast 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 3by investment

plan

Responsibility Roles and Work

ActivitiesColumn 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 MovementColumn 5

MotivationEnd and Means

Column 6

The highway “lanes” indicate

patterns in behaviors, across Enterprise in the

form of sub-systems

Public CloudsFast Lane

Hybrid CloudsMiddle Lane

Private Clouds

slow lane

Business Architecture

Practictioner Business Architect Guild -

Tools 1 Page Value Stream

Desired End StateQuality Management Principle 1: Customer Focus

• Effective alignment with the customer expectation and needs for operational excellenceo 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

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 StateQuality 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

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 StateQuality 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

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 StateQuality 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

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 StateISO 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

Design ThinkingIn Progress

“People” centered Systems

Design Phase 1-4

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 MapsVisual Aides• Caccoo Diagrams

SynthesisParty Management

A static system Business Management SystemParty Management• Employees• Suppliers• Customers

Financial Management Entities - DistributionLocationsTiming

Enterprise as a System - Design Thinking

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

Potential Next Steps

Global Audience

ConsumersRegistered

Users

Public SectorRegulators

Guest Users

CustomersEntitled Users

SuppliersAuthorized

Users

EmployeesAuthenticate

d Users

Enterprise Social Design Patterns for Cyber Security

ITEM OFFERData

InformationKnowledge

Content Provider

SaaS

Content Acquisition

IaaSContent

Quality and Monitoring

PaaS

The End