exploring business-architecture

Exploring business-architecture

Tom Graves, Tetradian ConsultingIASA ITARC, London, November 2016

No thanks…

Endless PR intro-slides…?

so let’s do the intro another way…

Hi.

(Yeah, it’s been a while since I looked like this...)

I’m Tom.

…enough of an intro?

Okay, let’s get on with the show!

what’s that…?

Business-architecture?

- b-o-o-o-r-ing…

It’s the architecture of‘stuff what business does’

…yawn…

Customer

OutboundInbound

Support

Transport

Process

Check and prepare vehicle

Road Transport Operations

Drop Off Orders & empty containers

Handle vehicle incidents (breakdowns,

re-fuel, etc.)

Capture transport run events

Drive transport vehicle between locations

Pick Up Orders & empty containers

Complete preparation of orders into consignments

Commence carrier service

Carrier staff verify consignment details & hand

over consignment to contractor

Lodge consignments with carrier

Verify / accept consignment Visit "trans-ship" port

Complete carrier service

Receive & verify consignments

Handle consignment exceptions

Separate and store containers etc. in preparation

for transport to facility

Domestic Carrier Transport Operations

Planning & Monitoring of Carrier Services

Determine required lodgement &

handover times

Receive new/ updated schedules

from carriers

Develop & maintain carrier lodgement

schedules

Monitor carrier services & provide corrective action

Assess disputed/late consignments

Transport Facility Management

Time and Attendance

Monitoring & Control

Review Facility Performance & implement

improvements

Planning & Scheduling

Staffing & Rostering

Manage

Stream orders into production

batches

Manage batch containers prior

to pick up

Consolidate Orders

Create & Maintain Facility NCR-Code

Plans

Estimate Production Volumes

Plan & Schedule Production Operations


Time and Attendance

Monitor Order Processing

Review Facility Performance & imp.

improvements

Corrective Action for Processing

Quality Control

Dock Management

Production Management

Corrective Action for Transport &

Delivery

Materials Receipt and Verification

Inspection of inbound materials

Process “Under Bond” Materials

Process Hazardous Materials

Handover Materials to Warehouse

Licensee Outbound Operations

Inspection of outbound product

Prepare licensee consignment for

despatch

Capture outbound volumes and

events

Despatch outbound product via licensee

carrier

Receive Transfers at Facility

Transfers Damage Check

Slotting / Sequencing

Interleaving

Pre-Mould Verify

Slippage Adjustment

Batch Alignment for Moulding

Pre-Production Processing at

Facility

Capture Processing Events

Prepare Customer Transfer

Plan Transfer Production

Prepare Transfer Data

Prepare Transfer Production

Prepare Transfer Documentation

Support Customer Bulk Orders

Advise customer of bulk-order

issues

Manage Customer Order

Quality

Support customer bulk orders

Handle Customer Complaints &

Inquiries

Receive & record notification of

problems

Investigate & resolve problems

Report Status of Order

Handle general inquiries

Process Service Requests

Process Requests

Process Other Requests

Process Payment for Service

Consumable Tools

ManagementSpecify Tools requirements

Acquire & Locate Consumable Tools

Maintain inventory of Consumable Tools

Manage & perform maintenance of

Consumable Tools

Container & Label Management

Specify container requirements

Acquire & Supply Containers

Manage & perform maintenance of

containers

Maintain inventory of containers

Label Policy & Design

Manage Label Stock

Specify vehicle requirements

Vehicle Management

Purchase or Lease vehicles (&

accessories)

Dispose of vehicles

Maintain inventory of vehicles

Manage contracts with fuel suppliers

Monitor payments to fuel suppliers

Manage allocation of vehicles to facilities

Manage vehicle registration &

insurance

Prepare claims for diesel & alternative

fuel grant

Manage maintenance of

vehicles

Design, Specify & Evaluate New

Equipment

Purchase/Dispose Equipment &

Spares

Install & Relocate Equipment

Develop Maintenance

Strategies

Monitor & Optimise Performance &

Reliability

Equipment Management

Ensure Logistics & OH&S Compliance

Manage Equipment Configuration

Manage Technical Documents &

Support Systems

Manage Inventory, Repairs & Stores

Infrastructure

Property Management

Specify Property Requirements

Acquire Property

Dispose of Property

Manage Building Administration

Establish & Maintain Relationships with

Licensees

Manage Relationship with

Licensees

Calculate Revenue due from Licensees

Specify materials requirements

Materials Management

Acquire & Locate Materials

Maintain inventory of Materials

Select & Manage Asset Maintenance Service Providers

Evaluate & select Asset Maintenance Service Providers

Establish & maintain Asset Maintenance

Contracts

Monitor Service Provider performance

Terminate Contract

Manage Transport Sub-Contractors

Maintain Contractor Service Information

Evaluate & Select Transport

Contractors

Establish & Maintain Transport Contracts

Monitor Contractor Performance

Manage Payments to Contractors

Terminate Contract

Select & Manage Agencies

Evaluate & Select Agencies

Establish & Maintain Contracts with

Agencies

Monitor Agencies Performance

Manage Payments To/From Agencies

Terminate Contract with Agency

NCR-Code Management

NCR-Data Strategy, Policy &

Procedures

Maintain NCR Information

Maintain Machine Configuration Data

NCR Configuration Improvement

Manage Machine-Specific NCR Configuration

NCR Code-Sharing Management &

Support

Processing Policy, Procedures & Governance

Processing Strategies

Sorting Strategy & Design

Develop Processing Plans

Measurement of Service Quality

Measure Financial Performance

Measurement of Resource Utilisation

Performance Analysis

Performance Management

Production Systems

Initiate Project

Evaluate Solutions

Finalise Project

Systems support & maintenance

Develop / Enhance System

Implement System

Determine business systems

strategies

Systems control & Administration

Specify Facility Requirements

Model Proposed Solutions

Select & Design Preferred Solution

Plan & Schedule Facility

Development

Implement Facility Changes

Construct Facilities & Equipment

Facility / Infrastructure Design & Development

Production Planning

Determine prod’n strategy & direction

Capacity Planning

Investment Planning

Determine prod’n principles &

policies

Legislative Compliance

Develop & maintain Dangerous Goods

policies & procedures

Production Capability Analysis

Manage Facility Information

Define Costing Reference Data

Maintain Prod’n Structure

Information

Define terminology, & codes

Manage barcoding standards, formats & characteristics

Manage central storage of event

information

Manage inventory of

scanners

Manage central storage of production

volumes

I nternational CarrierTransport Operations

Receive inbound containers at origin

port

Handover outbound containers at

destination port

Transport bond containers from origin port to destination port

Manage Core Business

Develop Business Strategies

Manage business performance &

operations

Co-ordinate Projects

Develop Business Plans Manage Projects

Develop business perf. measures

& targets

Receive Container from Contractor

Drop-Off

Setup forContractorDelivery

Receive Misdirected Container from

Contractor

Deliver Container via Contractor

Record errors & notify customer

Store articles

Verify Customer Pick-up

Handle Undeliverables

(including missorts)

Calculate Priority Delivery Charge

Capture Contractor Delivery Events

Despatch Container for Contractor

Pick-Up

Handle delivery vehicle incidents

Check & Prepare Delivery Vehicles

Document Handover to Transport

Driver

CaptureNon-Contractor Delivery Events

Setup forNon-Contractor

Delivery

Handle Customer Returns

Deliver Container to Customer

Operate Vehicle for Transport Runs

Drop Off / Pick Up at Facility Depot

Establish Production Volumes

Time and Attendance

Monitor Post-Production Operations

Corrective Action

Review Facility Performance &

Implement Improvements

Manage Post-Production Operations


Plan & Schedule Operations

NCR-Code Updates

Capture Machine Configuration

Changes

Capture Tool Changes

Capture Machine Changes

Capture and Notify NCR-Code Changes

Equipment Maintenance

Plan & Schedule Equipment

Maintenance

Perform & Reord Equipment

Maintenance

Correct & Record Equipment Faults &

Parts Usage

Monitor & Report Maintenance Compliance

Modify Equipment

Optimise Equipment

Performance & Reliability

Handle Non-Valid Orders

Machine Preparation

Moulding

Capture volumes & machine statistics

Prepare agency consignments

Prepare product for road transport

Production Operations

Capture production events

Inward Dock Operations

Initial Preparation

Move Product between

processing steps

Order Configuration

Machine Production

Manual Preparation

Capture Order

Assemble Order

Prepare order documentation

Accept from Contractor

Accept Agency Order

Capture inbound order events

Receive inbound order from agency

Print & apply agency identifier

labels

Reconciliation of agency bills &

orders

Record agency order violations

Handover order documentation to transport driver

Receive Order Lodgement

Accept at Facility

Receive electronic order via internet

Process electronic order via email

Verify Order

Preparation & Streaming

Handle Rejected Orders

Capture Order information

Process Payment for Order

Handover Order to Transport

Driver

Capture actual acceptance

events

Verify Order

Accept at Customer Location

Finance

Provide Financial Analysis & Direction

Support Business Cases

Produce budgets & forecasts

Manage Financial Policy & Procedures

Record & monitor expenditure

Human Resources

Succession Planning Recruitment Maintain employee

recordsOccupational Health

& Safety Operational Training Leave AdministrationStaff Development Industrial Relations

Facility Administration

General Administration

Perform & Manage Stores Function

Manage Technical Documents

Maintain Technical Help Desk

Capture Consolidation

Events

Accept Inbound Requests

…“can I go to sleep now, please?”…

Nah, c’mon, let’s havea bit of fun

with this!

…though before that,we are gonna have to be

just a little bit boring…(sorry…)

Meet this guy…

(He’s named Charles Hoy Fort.)(see https://en.wikipedia.org/wiki/Charles_Fort for more about him)

https://en.wikipedia.org/wiki/Charles_Fort

…famed for collecting records and factsabout the anomalous and the weird…

…such as rains of fishes and frogs…

“Whatever theory you have,there’ll always be something

that doesn’t fit”

and as a journalist and researcher,his basic principle was…

- sounds kinda familiar, maybe?

What name in your system?Typical UK-style name-structure for database:

•Title (mandatory: select from picklist)

•Forename (mandatory: 30 characters max)

•Middle-name (optional: 30 characters max)

•Surname (mandatory: 30 characters max)

•Suffix (optional: select from picklist)

Easy, right? – well, let’s take a real example…

What name in your system?UK-style name:

•Mr Pablo Diego Ruiz



Full legal birth-name:

•Pablo Diego José Francisco de Paula Juan Nepomuceno María de los Remedios Cipriano de la Santísima Trinidad Ruiz y Picasso



Full legal birth-name:

•Pablo Diego José Francisco de Paula Juan Nepomuceno María de los Remedios Cipriano de la Santísima Trinidad Ruiz y Picasso

You probably know him as:

…oops…

Okay, how’s about we trysomething simpler?

Driver’s licence, maybe?

Driver’s licence, please?Real simple, right?

Hmm… maybe not so simpleafter all?

The same for everyone, surely?

Hensel twins’ driver-licences >>

Driver’s licence, please?On the flight: One ticket, one seat, two

passengers, two passportsIn the car: Two drivers behind the wheel,

each legally liable

…which kinda messes upour nice so-certainsystem-design…

- rats…

“Whatever theory you have,there’ll always be something

that doesn’t fit”

So how do we find these ‘things that don’t fit’?

- and how do we design for them, too…

Short answer:Raid the kids’ toy-box!

https://www.amazon.co.uk/Viga-Wooden-Train-Set-49-Piece/dp/B00486QD0S/

Toy-train asservice-metaphor…

…who or what are the various uses / users of the service?

…how do those uses intersect?

…how might those uses conflict?

…what decisionsneed to be made?

…what scheduling / prioritisation do you need?

…what infrastructure tolerances do you need?

…how does it interconnect with other services?

…what disruptionscould carelessusers cause?

…what disruptions could the service cause for others?

…how, where, with what must it intersect without connecting?

…how might others impact your infrastructure?

…what impacts could that have on service-delivery?

…what are the hazards, potential sources of disruption?

…what happens whenexternal risks eventuate?

…what happens whenthe service itself fails?

…what disruptionscould failures cause?

…or, in other words…

…context, context, context!

But where doescontext come from?

- and why does anything happen?(in business, anyway…)

A tension exists between what is, and what we want.

The vision describes the desired-ends for action;values guide action, describing how success would feel.

Why anything happens

A service represents a means toward an end – ultimately, the desired-ends of the enterprise-vision.

The nature of service

Services exchange value with each other, to help each service reach toward their respective vision and outcome.

Relations between services

“We create an architecturefor an organisation,

but about an enterprise.”Tom Graves, Mapping the Enterprise, Tetradian, 2010

Why architecture?

Organisation aligns with structure, enterprise with story.We need a balance of both for the architecture to work.

“An organisation is bounded byrules, roles and responsibilities;

an enterprise is bounded byvision, values and commitments.”

Tom Graves, Mapping the Enterprise, Tetradian, 2010

What architecture?

Organisation aligns with structure, enterprise with story.We need a balance of both for the architecture to work.

If the organisation says it ‘is’ the enterprise,there’s no shared-story - and often, no story at all.

Whose story?

The minimum real enterprise is the supply-chain - a story of shared interactions and transactions.

Whose story?

The organisation and enterprise of the supply-chain take place within a broader organisation of the market.

Whose story?

The market itself exists within a context of ‘intangible’ interactions with the broader shared-enterprise story.

Whose story?

The story is not solely at the whole-of-business level- we can generalise it to any type or level of context

Whose story?

Stories within stories…

enacted in any way we need…

Services link together in chains or webs, as structured and/or unstructured processes, to deliver more complex and

versatile services or stories

Supply-chain or value-web

…which brings us to…

a matterof perspective!

- yeah, which way we look at things does kinda matter here…

Perspectives and journeys

Service-delivery is a journey of interactionswhere ‘inside-out’ (the organisation’s perspective)

touches ‘outside-in’ (the customer’s / supplier’s perspective)

Outside-in…

CC-BY Fretro via Flickr

“Customers do not appear

in our processes,we appear in

their experiences”Chris Potts, recrEAtion, Technics, 2010

Every service has its own myriad of stakeholders

Whose story?

A stakeholder is anyonewho can wielda sharp-pointed stakein our direction…

CC-BY-NC-SA evilpeacock via Flickr

Who are the stakeholders?

(Hint: there are a lot more of them than we might at first think…)

Narrative and storyhelp us to identify

what needs to happen- including the exceptions

and uniquenesses…

The role of narrative:

Alan Klement: Replacing ‘User-Story’ with ‘Job-Story’

Structuring a story-fragment…

http://alanklement.blogspot.co.uk/2013/09/replacing-user-story-with-job-story.html

What kind of story?

SCRIPTED(simple rules and checklists)

CC-BY The-Vikkodamus via Flickr CC-BY-SA seeminglee via Flickr

IMPROVISED(guidelines and principles)

ANALYSED(complicated algorithms)

ADAPTED(complex patterns)

PREDICTABLE UNPREDICTABLE

“All the world’s a stage”…

Stories underpin every action…

Stories are fractal…

…recursion and fractality within systems and storiesCC-BY-NC-SA gjshepherd via Flickr

Stories within stories, everywhere…

…will User-Story or Job-Storybe enough for all of this?

Short-answer:useful, no doubt, but probably

not enough on their own

- we’re going to need a broader approach…

Technology

CC-BY-SA xdxd_vs_xdxd via Flickr

Process

People

The usual architecture view

Stage

CC-BY-SA xdxd_vs_xdxd via Flickr

Scene

Actor

ActorStage

Stage

Stage

A narrative-oriented view

Scene

Scene

Stage

So how to explore all thiswith execs and others?

Short answer:Back to the toy-box!

http://www.pollocks-coventgarden.co.uk/index.php/pantomime-theatre-with-cinderella.html

“and here’s one I made earlier…”

…the architect as hero?

Let’s usea visual cheat-sheet

to help us…

- you could call it a Canvas, if you like…

This work is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License (CC BY-SA 4.0).

To view a copy of this license, visit https://creativecommons.org/licenses/by-sa/4.0/Tetradian www.tetradian.com

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https://creativecommons.org/licenses/by-sa/4.0/

NOTES-H ?- what the heck’s that?

“Narrative Oriented Transformationof Enterprise Services

- Holomap version”

- yeah, it’s kinda cumbersome, I know…

- but it’s just a name, don’t worry about it, okay?



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…who are the actors?

…who are the actors? – everyone!

CC-BY Mike Babcock via Flickr

Machines may be actors (agents)…

CC-BY-SA MysteryBee via Flickr

…though remember, your users…

CC-BY justin pickard via Flickr

…are people,not machines!

CC-BY andré luís via Flickr

…and also, why these actors?

…what changes if we change actor?



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actor / agent / extras


Extras are kind of‘active scenery’…

- they’re not part of the story as such,but the scene won’t work well

without them…

…scene without extras…

…what do extras add to the scene?



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“Each traverse througha business-process

is a self-contained storywith its own actors, actions

and events”

Process as story

Tom Graves, The Enterprise As Story, Tetradian, 2012

Each segment of a storyis a scene…

- each scene should havea distinct begin, middle, end

and outcome…

…what’s the story in the scene?

Scenes in the story

Split story into identifiable scenes, with begin, middle, end

CC-BY TheArches via Flickr

Scenes in the story

Process-story as identifiable scenes, with begin, middle, end

Show, don’t tell

Each line of action drives the story forwardCC-BY TheArches via Flickr

Show, don’t tell

Each line of action drives the story forwardCC-BY-ND Kecko via Flickr



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theatre-context

theatre management

stage / setting

front-of-stage

backstage

audience

scene / propsactor / agent


…what props do we need?

The role of props

Each item has its place, and drives the story onward

CC-BY TheArches via Flickr

Each item has its place, and drives the story onward

CC-BY-ND Kecko via Flickr

The role of props



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theatre-context

theatre management

stage / setting

front-of-stage

backstage

audience

scene

actor / agent


…what difference with scenery?

…what difference with lighting?

Staging the story

CC-BY-SA passer-by via Flickr

…infrastructure, systems etc as the stage

Staging the story

…infrastructure, systems etc as the stageCC-BY-ND Costa Rica’s Call Center via Flickr

Setting the mood…how does the stage-set itself drive the story forward?

CC-BY-SA Eva Rinaldi via Flickr

Setting the mood…how does the stage-set itself drive the story forward?

CC-BY State Farm via Flickr

Maintain the mood

Computers may not have feelings, but people do:how does the stage-set support the mood we need?

CC-BY-ND alanclarkdesign via Flickr

Framing the action

CC-BY Vlima.com via Flickr

…in what ways does the frame itself constrain the story?

Framing the action

…in what ways does the frame itself constrain the story?CC-BY aleutia via Flickr



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theatre-context

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…what music should play?

Visible and invisible

…what else should be in front of the curtain? – what behind?

CC-BY Mickey Thurman via Flickr



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…what state is that infrastructure in, behind the curtain?CC-BY Princess Theatre via Flickr


…what state is that infrastructure in, behind the curtain?CC-BY-SA LanSmash via Flickr



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theatre-context

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…who are the audience?

…what are audience expectations?



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stage / setting

front-of-stage

backstage

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…who manages the theatre?

…how will you promote your identity?CC-BY markhillary via Flickr

…how will others find your story?

…who would you want as clientele?CC-BY-SA indigoprime via Flickr

…how will you keep it busy?CC-BY-SA wm2014 via Flickr

…how will you keep it running?CC-BY jimwinstead via Flickr



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theatre-contexttheatre management

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…who is an anticlient for theatre?

…what is social context for theatre?

…what else couldclose your theatre?



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In short…

…we must pay attentionto the story as a whole!

- not just the easy bits…

Context, context, context…

Practical:

Use the NOTES checklistto assess the story

and its contextWhat are the respective

needs, trade-offs, drivers?

Identify what is needed to balance the relations and priorities of all stakeholders.



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“The world* is made of stories”• The enterprise is a story – an overarching theme• Enterprise as an ongoing story of relations

between people – the actors of the story• Enterprise-story comprised of many smaller stories

– the scenes or story-lines (aka ‘processes’)• Enterprise-story takes place in a setting – the stage

and its context, location, props etc• Stories thrive on tension, conflict and uncertainty

– whereas machines generally don’t…*‘the world’ including – perhaps especially – the business-world…

It’s easier to engage people in the architectureif they can have fun

whilst they’re doing it!

The real punchline for this story:

Thank you!

Contact: Tom Graves

Company: Tetradian Consulting

Email: [email protected]

Twitter: @tetradian ( http://twitter.com/tetradian )

Weblog: http://weblog.tetradian.com

Slidedecks: http://www.slideshare.net/tetradian

Publications: http://tetradianbooks.com and http://leanpub.com/u/tetradian

Books: • The enterprise as story: the role of narrative in enterprise-architecture (2012)

• Mapping the enterprise: modelling the enterprise as services with the Enterprise Canvas (2010)

• Everyday enterprise-architecture: sensemaking, strategy, structures and solutions (2010)

• Doing enterprise-architecture: process and practice in the real enterprise (2009)

Further information:

mailto:[email protected]

http://twitter.com/tetradian

http://weblog.tetradian.com/

http://www.slideshare.net/tetradian

http://tetradianbooks.com/

http://leanpub.com/u/tetradian