getting from ea to implemented processes

Welcome Elizabeth Erwin

Senior ConsultantRP International

Session Title:Getting from Enterprise Architecture

ToProcesses Implementation

2 April 21-23, 2008 Renaissance Washington, DC

2008 BUSINESS ENVIRONMENT

• GLOBAL ECONOMY– Rapidly Changing Market Place– Greater Complexity

• COMPETITIVE EDGE requires: -– Rapid Response to the Market Place– Higher Quality Product– Lower Price– Market Intelligence


NEEDS OF THE BUSINESS

MAKING

REQUIRES A

COMPETITIVE EDGE


DYNAMIC BUSINESS MODEL andFLEXIBLE, RESPONSIVE Processes & Systems

RAPID MARKET RESPONSETIMELY & COST EFFECTIVE QUALITY PRODUCT DELIVERY

REQUIRES


OBJECTIVES of Enterprise Architecture

• HOW TO: -

– Support The Business Needs

– Manage Complexity

– Manage Change

– Rapidly Assemble Solutions


What Has Not Worked

• Methods• Tools

• “IT MAKES ONE WONDER IF THERE ACTUALLY IS A TECHNICAL SOLUTION TO THE PROBLEM!!!”

John ZachmanEnterprise Architecture Conference London June 2006


Why Haven’t They Worked

• Is there anything wrong: -– with them? Probably Not– the way they are used? Probably Yes

• Do we use them to Visualize a Real World 3D View of the Business? Probably Not

• Can they manage COMPLEXITYProbably Not

• Are we using the Right Tool for the right Job? Probably Not


What Can Help?

• The Framework for Information Architecture

• Follow Good Engineering Practices• Guidelines to Manage Scope• Define Generic, Decomposable Business

Components• Construct PRIMITIVE Business Models


THE ABSTRACT ENTERPRISE

Party

Product

buys

sells

PartyParty

ProductProduct

buys

sells


Many Views of The Enterprise• Your VIEW of WHAT is going on, depends

on: -– What area of the business you view it

from.– What are the needs of your part of the

business.– What function you need a business

component to perform.– What Type of transactions you initiate.


GENERIC ENTERPRISE

Financial Management Corporate Management

PLACE HOLDERS

SERVICE DELIVERY

Strategic Management

Regulatory & Standards Affairs Management

Investor Relationship Management

Political & Sociol-Economic Affairs

Supplier / Vendor Management

Technology Exploitation

Market

Regulatory & Standards Bodies

Investor

World Politics & Socio-Economics

Supplier / Vendor

Partners

Technology

Customer

Customer ManagementPartner Management

Marketing Management

Legal Compliance

Law & Government Bodies


ENTERPRISE VIEW

FINANCE

Payment

Journals

GeneralLedger

Bill5 Widgets $ 10.00

Assembly $ 90.00

Usage $100.00=======

TOTAL $200.00

Credit Policy

sets

Account

approveslimit

posted to

Investment StrategyInvestment Strategy

creates

drives policy

providesinformation

sent to generates

reports

Board of Directors(Business Entity)

Board of Directors(Business Entity)


BusinessEntity

ENTERPRISE VIEWBILLING Location

Marketing Strategy

ExternalCompliance

Message

Product

Account

Finannce

NetworkElement

offered to

offered by

contactaddress is sends

paymentrecieves bill

noted as

contracts for

manages

plans

utilizessets value

requires

Party


39

l994 Elizabeth Shaw Erwin

THE FRAMEWORK

SCOPEPLANNERENTERPRISE

OWNERSYSTEM

DESIGNER

W H A T

WHAT

HOW

WHERE

WHO

WHEN

WHY

TECHNOLOGYBUILDER

COMPONENTSSUB CONTRACTORWORKING SYSTEM

HOWCAUTION

IBM Systems Journalvol. 31 No. 3 1992J.F. Sowa & J.A. Zachman


AbstractEnterpriseModel(FunctionIdentification)

(Business Component)Enterprise

RequirementsModels

Business UnitRequirementsModel

Business Process& TransactionRequirementsModel

Process & TransactionDesign Model

Note: this is the borderbetween rows 3 & 4

and there is NOT a oneto one object mapping

Rows 4 - 6 HOW

Rows 1 - 3 WHAT

VERTICAL SLICE OF THE BUSINESSSCOPING & DECOMPOSITION

FOR REQUIREMENTS GATHERING

Note: This modelwas assembledfrom previously

defined components

© Elizabeth Erwin Object Expo, NY 1994

AbstractEnterpriseModel(FunctionIdentification)

(Business Component)Enterprise

RequirementsModels

Business UnitRequirementsModel

Business Process& TransactionRequirementsModel

Process & TransactionDesign Model

Note: this is the borderbetween rows 3 & 4

and there is NOT a oneto one object mapping

Rows 4 - 6 HOW

Rows 1 - 3 WHAT

VERTICAL SLICE OF THE BUSINESSSCOPING & DECOMPOSITION

FOR REQUIREMENTS GATHERING

Note: This modelwas assembledfrom previously

defined components

© Elizabeth Erwin Object Expo, NY 1994


Good Engineering Practices• Determine WHAT is needed before you start

building it.• Manage Scope• Identify from the General to the Specific

• Design Generic Reusable Components that support Solution Assembly

• Generic Components will be parameter & transaction driven

• Constantly validate against the Primitive Models Business requirements


Component Def: - Contributing to the composition of the whole

• Enterprise Component• Business Component

- multiple layers, as many as needed

• Solution / Scenario Assembly– WHAT satisfies the Business Requirements

• Transaction(s)– Detail processing thru the Solution / Scenario


Defining Components

• Business Components = Sub Contractors

• Focus on WHAT NOT HOW

• Maintain Function Borders “Not My JOB”


WHAT (Engineering Practices): -

• What is the Job? & Not my Job concepts• Information I/P is required?• Are the Resources require?• Are the Deliverables?• Information O/P is required?

• MAGIC !!!!


Impact AssessmentRisk Assessment Analysis

Network Operations Technical Sub-Domains

Project Requirements

Dialogue to ID impacted network elementsDialogue to evaluate possible outage risks

Business Approvers

ID business areas impacted

Risk Management Plan Development

hi risk of outage - risk management plan required

Test Plan Development & Execution

Test Results Analysis & Documentation

Network EngineeringBusiness Requirements Management

SCENARIO Engineering Project - Co-ordination, Planning, Implementation & Change Preperation

Implementation Plan (+EWO & M&P) Development

Resource Plan DevelopmentChange Schedule Development

Roll Back Plan Development

all assessments, tests, and plans complete

resource requirements / availability dialogueimplementation date negotiation

Assemble Change Request & Obtain Approvals

Technical Approval - assessments, tests & plans

Business Approvers

Network Approval In Principle

Business Approval In Principle

Business Approval of Implementation Dates

Network Technology Service Desk Management (SPOC)Net. Eng. Project Implementation Management

Fixed Network OperationsEngineering Work Order / Net. Ops Portion of Change Request & Status

submit Change Request to TSD for implementation monitoring

Net. Eng. Implementation Tasks Development

task implementation status

EWO PreperationHand Over Document Compilation

PMO

review & validate with Technical Sub-Domains required Handover Documents

review & validate with Technical Sub-Domains EWOs required prior toCut-In Change Request

verify test results with Technical Sub Domains

Network Implementation Date & Resource Approval

required pre Change Request EWO completed

requirements

TSRM (Tec. Security & Risk Mgt.)

dialogue

review & verification with Technical Sub-Domains

CustomerNotification Circular

Derived from ITIL Change Standards


IMPACT ASSESSMENT OBJECTIVE To ensure clear identification of all Impacted parties & network elements to

support risk evaluation and customer communications

RESPONSIBILITYImpact Assessment Check List: -

Network / Technical Impact Assessment must be accomplished via a dialogue with the appropriate Technical Sub-Domain to ensure the most technically effective solution design.

The following should be detailed for each Change: -- ID impacted: - systems, applications, services

- evaluate adverse impact probability for each of the above- very high, high, medium, low, zero

- ID impacted customers the adverse impact probability- Specify the type(s) of impact(s): -

- including any possible mitigations, such as fail-over to resilient side

- locations affected- how any customer may be impacted- or other business areas

Note: - A complete a risk assessment for each specific change


Sales Management

Customer Contact Management

Offer(s)

offer / product / service - solution selection

Customer

requirements dialogue

Customer Specific Service Request Selection

Network Activation Commands / Work Instructions Selection

selected - offer / package / product / features / options

selected offer & customer specific configuration

Packages

Products

offer - made up of packages & products

package - made up of products

Product Selection & Provisioning Communication Path Scenario


Conclusions• The Enterprise if Virtual & 3 Dimensional

• Each Perspective into it sees a Different View because the are doing different work

• Enterprise Architecture is about ENGINEERING Generic Reusable Components to support a FLEXIBLE RESPONSIVE BUSINESS

• You can start with defining a piece of the Enterprise – Vertical Slice


SO what do I do when I get home?

• Work on Changing the way people see the business.– Follow the WHAT not HOW rules in work shops

• Pick a small project and give it a try– Stick to the Vertical Slice borders

• Find a Stake Holder & an experienced Mentor• If you have an engineer (mechanical, electrical,

network) talk to them about how they build things


• Will it be Easy? Not at First!!

• Will it be Worth it? YES

• Examples– GE engine assembly project– Satellite company– Reuse of Business Knowledge


You know the way forward.Thank You!

Elizabeth ErwinSenior ConsultantRP InternationalContact Information:+44 (0)[email protected]