Enterprise Architecture Articles
Jan2007
Performance Management
Performance management with an enterprise becomes extremely tricky when one has to track key performance indicator from different LOB’s (Line of Business) which has performance data to be aggregated from different native data sources. The following are some of the key issues of performance management: Lack of 360 degree view Data is scattered in different system relational and non-relational unstructured formats, and it is difficult to get the unified and consistent view of any specific entity. E.g. Customer information is being created in Billing, Order, Customer management and other systems, but still if a customer relationship manager wants to find out a particular customer orders received, orders delivered, bills paid, and customer issues raised at a particular instance. It is impossible to dig and stitch through the silos of information. Predictability - • To increase sales • To readily identify potential customers to target • Plan various marketing campaigns around specific customer segments • Measure the benefits of marketing campaigns so that it can be compared with the baseline objectives Performance management systems that enable similar to these operations are key to the business strategy. Availability of information anytime anywhere- -Users of a company can be spread over territories and several users have different constraints on the medium through which they can consume the data. It is difficult to have the standardization on the medium to consume the data, but at the same time information availability at various places in correct form is critical for faster decision making. While the above are key concerns, other common functions that all Performance management application need are Personalization - -Data should be only visible to the right person . Flexibility in report creation - -Business needs certain canned reports, at the same time needs the ability where by they can quickly create certain reports and share it with teams, without approaching the IT department every time a report is needed. Automated report delivery - Ability to schedule report on email or shared location timely as well as on trigger of any business event e.g. ‘Reorder’ level for certain inventory item has reached. Intuitive User interface - -Through intuitive user interfaces with appropriate indicators, user attention should be drawn to only key summary information. Additionally from summarized data, user should be provided an ability to drill down to next level of detail. Additionally all implementations are expected to be: • Dollar efficient cost of implementation • Systems should be available as early as possible for business users • Transitioning users to use new systems should be as seamless as possible Approach towards solving the problem Performance Management Business Intelligence solutions help Strategic, Tactical and Operational levels of users manage Performance through Business Intelligence software. Business intelligence (BI) is the means by which enterprise interpret the sea of data to derive insights that are critical in competing in the new economy by enabling business users to gain a better & deeper understanding to track the key measures of the business, and then by translating these insights to KIT©, business can improve bottom-line, respond more quickly to changing market demands. Visit dotNet Framework Solutions for more information. Visit for more information. |
Nov2007
Enterprise Architecture Planning – Business Model
What is a business model? The business model can be defined as the purpose or construction of the business and the goal(s) that it is “architected” to pursue. The business model in terms of architecture will define a complete and comprehensive plan of implementation. It will categorize functions of the business and specify the requirements of it function. It will also provide identification of “Line of businesses (LOB’s)” within the function of the business model. Functions of the Business Model The function of the Business Model is the set of “actions” that are conducted by the enterprise. These functions are steered efficiently through business process management (BPM). Within the enterprise architecture – functions can be viewed as the components that create the end results of the enterprise such as “sales” and/or “services” of widgets. Recall the business model will define implementation. Tasks of Creating and Evaluating Functions of the Business Model
In Summary The business model defines the implementation of the enterprise. They are actions of the enterprise. The enterprise utilizes these actions to create the end results of “sales” and/or ‘services”. Contact dotNet Framework Solutions for your Enterprise Architecture consultation |
Aug2007
Enterprise Architecture (EA) – Achievement is not automatic (the Vision)
We will continue this writing from the 22 Jul 07, blog article entitled “Enterprise Architecture (EA) – Achievement is not automatic. “ The focal point of this article is the vision of the Enterprise Architecture. An enterprise architectural Vision bestows the foundation Most enterprises are consumed with the functionality and services of their IT architecture and it is not a clear answer to why. The primary reasoning of this phenomenal occurrence is the advisement of IT management of greater efficient or effective operations to the enterprise. This may be an honorable effort to insure added value and profitability to the enterprise but there is no underling (foundation) definition to support the philosophy. This philosophy of [efficient or effective] operations is a vague abstraction to providing a true picture of where the enterprise “is,” “what” is the desired goals, “why” it desires to accomplish these goals, and “how” will it achieve the desire goals. The Enterprise Architectural Plan (EAP) is detached from the primary processes of the enterprise. The EAP governance ensures that improvements to the processes reflect change requirements by both internal and external events that will maintain a cohesive enterprise. So how do we maintain a cohesive enterprise? We must begin the creation of the enterprise architecture with a vision. As in the construction of a home, it cannot begin without a set of drawings or blueprints. The vision is the strategy of the enterprise. The strategy is the “what” goals we desire to achieve of the vision. This provides in documentary form a picture for the entirety of the enterprise to view. The vision also establishes the root of all communications concerning the enterprise functions, effectiveness, and efficiencies. The Why, What and How of the Vision The “whys” can have many motivating factors:
The “what’s” could include:
The “hows” could include:
Theses list are by no means exhaustive in presenting elements of the vision, they are only suggestive in facilitating a starting point in creating the vision. There is no such model of enterprise architecting that fits all enterprises. An analogy of this is the enterprises architecture of a business departs away from the tract home architectures in that there may be four models to choose from to purchase of a tract home. Business architecture is always a custom design because executive management envisions the design. The Architectural Vision in Summary A well-defined vision document should be no greater than four pages and should have the input of all top management and key stakeholders of the enterprise. The “why,” “what,” and “how” must be the primary focus and elements of the vision document. If the purpose (vision) of the enterprise architecture is not clear to the entirety of the organization the support and approval of the vision will slowly dissipate which will place the enterprise back into the array of non-alignment that it began. A well-defined document should be no greater than four pages and should have the input of top management and key stakeholders of the enterprise. The “why,” “what,” and “how” must be the primary focus and elements of the document.If the purpose () of the enterprise architecture is not clear to the entirety of the organization the support and approval of the will slowly dissipate which will place the enterprise back into the array of non-alignment that it began. A well-defined document should be no greater than four pages and should have the input of top management and key stakeholders of the enterprise. The “why,” “what,” and “how” must be the primary focus and elements of the document.If the purpose () of the enterprise architecture is not clear to the entirety of the organization the support and approval of the will slowly dissipate which will place the enterprise back into the array of non-alignment that it began. A well-defined document should be no greater than four pages and should have the input of top management and key stakeholders of the enterprise. The “why,” “what,” and “how” must be the primary focus and elements of the document.If the purpose () of the enterprise architecture is not clear to the entirety of the organization the support and approval of the will slowly dissipate which will place the enterprise back into the array of non-alignment that it began. Contact dotNet Framework Solutions for your EA consultation.
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Apr2007
Are IT departments losing their importance?
We are entering a new era of just the opposite in your question concerning IT groups losing their importance. IT and Top Management are now aligning themselves to provide a greater ROI on the IT investments. IT has driven companies for over 20 years and provided business with valuable tools that top management is now using to realign the business vision with “Information Technology” contributions. Let’s look at what’s driving this change. Enterprise Architecture (EA) – The driving force Enterprise Architecture has allowed us to model the vision of the business through well define prototypical structures as the Zachman EA Cube and TOGAF 8. Top management now can segment the business and provide governance of processes to ensure that the vision is agile and easily adjusted to external and internal influences. The benefit is top management and IT are know speaking the same language and heading in the same direction. Business Process Management (BPM) – The supporting force Business Process Management provides top management and IT “rules” that govern the “processes” that enable quicker decision-making which enforces the agility of the EA plan delivered through IT. So we see in this driving element that IT is a strategic partner with the Process professionals which is top management. Customer Relations Management (CRM) – The ROI force Customer Relations Management if properly implemented provides a greater ROI on the alignment of top management and IT. Here again IT is a strategic partner in implementing systems that will provide top management the “Process professionals” capabilities to measure and monitor the heartbeat of the vision which is the ‘customer’ themselves. Service Oriented Architecture (SOA) – The encompassing force Service Oriented Architecture is a philosophy that is incorporated into the business vision. It provides the means to encompass all internal and external elements of the vision. SOA assists and enhances the strength of IT in delivering the EA, BPM and CRM forces. So in summary, IT over the years has produced valuable tools and resources for top management – The Process Professionals - to now fully understand and drive the business vision. Implementing the paradigms of EA, BPM and CRM will align top management and IT to pursue greater results as strategic partners. Contact dotNet Framework Solutions for your EA consultation. |
Oct2007
Enterprise Architecture and Human Capital
The Enterprise is Human Enterprise architecture methodology is used to construct and define an organization direction based on philosophy, culture, and technology mechanisms. We will take a hard look at the human capital contribution of the EA (Enterprise Architecture) methodology. Since the beginning of time men and women have worked together for the common good of the community. Men would hunt and build and the women would management the families and inner works of the community. Within this construct of human harmony a defined culture was created. Given this created culture, let’s now bring it into the 21th century of business. The enterprise (business entities) has evolved from different homogeneous societies or cultures. These cultures bring to the enterprise a wealth of different thoughts, religious, work methods, and ethics. This makes the enterprise uniquely human in all sense of the definition. Remove the human capital from the enterprise and what do you have? The Human Capital in the Enterprise The human capital along with the vision of the enterprise architecture comprises the foundation on which to build the enterprise. A typical enterprise has this formation of an organizational structure:
It is the executive management team duties to inspire the vision and lead fully the creation of an enterprise architecture that both recognizes and enhances the human culture of the enterprise. If the executive management team does not fully commit to an EA implementation then the enterprise will be doomed to failure in today’s business structures. The executive management team must formulate a means in capturing the essences of the culture to which it directs. Once the team fully understands it culture (the human capital) then the process of directing that culture towards the vision will be in harmony of the culture. The line management teams are the enablers of the EA design. Their responsibilities are to place into effect, and review the efficiency of the EA design. Their daily activities with the culture or in regards to this post, the human capital are to develop, and manage the capture points of the enterprise architecture that recognizes the culture knowledge contributions to feedback into the future content of the design so that the culture contributions remains harmonizes. The labours implement the how’s, why’s, when’s what’s and where’s of the EA design. They individually and collectively bring to the enterprise a unique cultural ability to accomplish the aforementioned elements of the enterprise. This is the key to success of an enterprise architecture design which is to capture and utilize this diverse wealth of knowledge and social being. This knowledge and social being is the foundation of the enterprise. Contact dotNet Framework Solutions for your EA consultation |