Why Enterprises Should Invest Money in EA Transformation Frameworks
EA roadmapping: business-transformation in a complex world
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Transcript of EA roadmapping: business-transformation in a complex world
EA roadmappingbusiness-transformation in a complex world
Tom Graves, Tetradian ConsultingVlerick Business School, 26 September 2014
the futures of business
Hi. I’m Tom Graves.
(enterprise-architect, business-anarchist, confusionist, nuisance, that kind of stuff…)
About EA roadmaps
• Where to start – priorities
• Partitioning the work
• Keeping on track
• Roadmapping best-practices
• Real-world examples
Into practice…
(Each ‘Into practice…’ sectionprovides a brief moment to exploreimplications of the preceding ideas.
Use the text on the slide to guidea quick review of related design-themes
in your business-context.)
The challenge…
TOGAF Architecture Development
Graphic: © The Open Group
RequirementsManagement
G.Governance
and Compliance
E.Opportunities
andSolutions
C.Develop
Data / Apps Architecture
A.ArchitectureScope and Purpose
Preliminary:Framework,
Principles and Core Content
H.Architecture
Change Management
B.Develop
Business Architecture
D.Develop
TechnologyArchitecture
F.Migration Planning
TOGAF Architecture Development
Graphic: © The Open Group
RequirementsManagement
G.Governance
and Compliance
E.Opportunities
andSolutions
C.Develop
Data / Apps Architecture
A.ArchitectureScope and Purpose
Preliminary:Framework,
Principles and Core Content
H.Architecture
Change Management
B.Develop
Business Architecture
D.Develop
TechnologyArchitecture
F.Migration Planning
defining the ideal(the hard part)
TOGAF Architecture Development
Graphic: © The Open Group
RequirementsManagement
G.Governance
and Compliance
E.Opportunities
andSolutions
C.Develop
Data / Apps Architecture
A.ArchitectureScope and Purpose
Preliminary:Framework,
Principles and Core Content
H.Architecture
Change Management
B.Develop
Business Architecture
D.Develop
TechnologyArchitecture
F.Migration Planning
making it real
(the really hard part)
Realising the architecture
We’ll need:
set of change-projects?(developed with or by solution-architects)
appropriate governance?
roadmap for change?
Practice: As-Is Change
For your business-context, at present…
• How do you tackle architectural change?
• Who decides on how to do change-work?
• What governance do you use for change?
• Who are the stakeholders in the change?
• How do you engage stakeholders in this?
Summarise your as-is model of change itself.
The usual approach…
“You don’t want your strategies following spaghetti roads- you want them movingthrough your company
on logical, straight highways.”
(well-known large consultancy)
“The enterprise architecture transition plan is a simple artifact.”
It consists of a set of:- Gantt charts
- transformative investments- planning time-horizons (in years)
- SDLC phases- descriptive narrative
(well-known EA consultant)
It all seems logical, doesn’t it?Simple, straightforward, certain.
But in real EA practice, where does it actually lead us?
systems-relationship map…impenetrable interdependencies…
…and here, probably…
CC-BY-NC-SA Tom Graves
…or here…
CC-BY-SA afiler via Flickr
WAAAAHHH!!!
If so, we’re going to needa better approach…
Practice: As-Is ProcessFor your present change-processes…
• How much do they rely on ‘logical, straight highways’ and ‘simple artifacts’ such as Gantt charts?
• How well do they seem to work, in practice? What works? What doesn’t work?
• In what contexts do they work, or not work? What factors seem to apply in each case?
Review the effectiveness of your change-process.
What’s really going on?
- interdependencies- inherent-uncertainties
- complexities of budgeting- engagement of people
- a compelling story of change
Some factors in change…
Practice: Factors in changeFor your business-change context…
• How much do these factors apply:• interdependencies?
• inherent-uncertainties?
• complexities of budgeting?
• engagement of people in change?
• creating a compelling story for change?
• What other factors apply in your EA change?
Review the impacts on your change-context.
Interdependency:Using a maturity-model
Use a maturity-model
Step 1: Know your business(focus on business-purpose)
Step 2: Clean up the mess(horizontal assessment)
Step 3: Strategy and stuff(top-down assessment)
Step 4: Work with the real world(bottom-up assessment)
Step 5: Pull together(spiral-out assessment)
Maintainthe dialogue
Prepare and maintain foundations for architecture
(Initialpilot test)
Step 1: Know your business(focus on business-purpose)
Step 2: Clean up the mess(horizontal assessment)
Step 3: Strategy and stuff(top-down assessment)
Step 4: Work with the real world(bottom-up assessment)
Step 5: Pull together(spiral-out assessment)
Maintainthe dialogue
(Start EAdev’ment)
Prepare and maintain foundations for architecture
(Initialpilot test)
Step 1: Know your business(focus on business-purpose)
Step 2: Clean up the mess(horizontal assessment)
Step 3: Strategy and stuff(top-down assessment)
Step 4: Work with the real world(bottom-up assessment)
Step 5: Pull together(spiral-out assessment)
Maintainthe dialogue
(Start EAdev’ment)
Level 1:Ad-hoc
Prepare and maintain foundations for architecture
(Initialpilot test)
Step 1: Know your business(focus on business-purpose)
Step 2: Clean up the mess(horizontal assessment)
Step 3: Strategy and stuff(top-down assessment)
Step 4: Work with the real world(bottom-up assessment)
Step 5: Pull together(spiral-out assessment)
Maintainthe dialogue
(Start EAdev’ment)
Level 1:Ad-hoc
Level 2:Repeatable
Prepare and maintain foundations for architecture
(Initialpilot test)
Step 1: Know your business(focus on business-purpose)
Step 2: Clean up the mess(horizontal assessment)
Step 3: Strategy and stuff(top-down assessment)
Step 4: Work with the real world(bottom-up assessment)
Step 5: Pull together(spiral-out assessment)
Maintainthe dialogue
(Start EAdev’ment)
Level 1:Ad-hoc
Level 2:Repeatable
Level 3:Defined
Prepare and maintain foundations for architecture
(Initialpilot test)
Step 1: Know your business(focus on business-purpose)
Step 2: Clean up the mess(horizontal assessment)
Step 3: Strategy and stuff(top-down assessment)
Step 4: Work with the real world(bottom-up assessment)
Step 5: Pull together(spiral-out assessment)
Maintainthe dialogue
(Start EAdev’ment)
Level 1:Ad-hoc
Level 2:Repeatable
Level 3:Defined
Level 4:Managed
Prepare and maintain foundations for architecture
(Initialpilot test)
Step 1: Know your business(focus on business-purpose)
Step 2: Clean up the mess(horizontal assessment)
Step 3: Strategy and stuff(top-down assessment)
Step 4: Work with the real world(bottom-up assessment)
Step 5: Pull together(spiral-out assessment)
Maintainthe dialogue
(Start EAdev’ment)
Level 1:Ad-hoc
Level 2:Repeatable
Level 3:Defined
Level 4:Managed
Level 5:Optimised
Prepare and maintain foundations for architecture
(Initialpilot test)
Based in part on TOGAF maturity-model, in turn derived from CMMI maturity-model
Stepping-stones of architecture
What to do to build architectural-maturity
Each stepping-stone builds on those before:
•Step 0: Prepare (and maintain) the foundations
•Step 1: Build an overview of the business
•Step 2: Clean up the mess (and keep it clean)
•Step 3: Guide and manage strategic change
•Step 4: Ensure robust resilience, continuity
•Step 5: Service the business’ deeper needs
•Maintain as enterprise-wide shared capability
In reality…
…it’s not actually step-by-step.
In practice, all of these stepshave to happen somewhat in parallel.
Yet the interdependencies are real.We need to build with awareness that, ideally, this should come before that.
(And awareness of consequences that arisefrom doing things out of ideal-order, too.)
Step 1: Know your business
Step 1Know your business
(StartEA)
Prepare architecture foundations
(Pilottest)
Step 2Clean up the mess
Step 3Strategy and stuff
Step 4The real world
Step 5Pull together
Extend •Emphasis: ‘big-picture’
•Examples: whole-of-enterprise overview, end-to-end and top-to-bottom integration
1A: Vision, values, principles and purpose1B: The enterprise context1C: Functions and services1D: Architecture governance
Step 2: Clean up the mess
Step 1Know your business
Step 2Clean up the mess
(StartEA) L1
Prepare architecture foundations
(Pilottest)
Step 3Strategy and stuff
Step 4The real world
Step 5Pull together
Extend •Emphasis: ‘horizontal’
•Examples: optimise systems, reduce redundancy
2A: Business-systems and information-systems2B: What do we have?2C: Guiding the process of change
Step 3: Strategy and stuff
Step 1Know your business
Step 2Clean up the mess
Step 3Strategy and stuff
(StartEA) L1 L2
Prepare architecture foundations
(Pilottest)
Step 4The real world
Step 5Pull together
Extend •Emphasis: top-down
•Examples: impact of strategy, change of regulation, service-design
3A: Expand out from IT3B: This goes with that3C: Abstract-services3D: Compliance and quality
Step 4: Work with the real world
Step 1Know your business
Step 2Clean up the mess
Step 3Strategy and stuff
Step 4The real world
(StartEA) L1 L2 L3
Prepare architecture foundations
(Pilottest)
Step 5Pull together
Extend•Emphasis: bottom-up
•Examples: disaster-recovery, risk-assessment, run-time load-balancing
4A: Design for service flexibility4B: Plan for business-continuity4C: From qualities to values
Step 5: Pull it all together
Step 1Know your business
Step 2Clean up the mess
Step 3Strategy and stuff
Step 4The real world
Step 5Pull together
(StartEA) L1 L2 L3 L4
Prepare architecture foundations
(Pilottest)
Extend •Emphasis: ‘spiral-out’
•Examples: data-quality, service-management planning, business ‘pain-points’
5A: The service-oriented enterprise5B: Dealing with ‘wicked problems’5C: Enhancing enterprise effectiveness
Beyond level 5: What next?
Step 1Know your business
Step 2Clean up the mess
Step 3Strategy and stuff
Step 4The real world
Step 5Pull together
Extend
(StartEA) L1 L2 L3 L4 L5
Prepare architecture foundations
(Pilottest)
•Emphasis: integration
•Examples: architecture as an enterprise-wide responsibility
XA: Hands-off architectureXB: Architecture as relevance
Practice: Maturity-modelsFor your present change-processes…
• Do you use a maturity-model to guide mapping of interdependencies, and inter-project scheduling, in the roadmap?
• If yes, how might this be improved?
• If no, what differences might using a maturity-model make?
Review potential usage in your change-process.
Interdependency:Using a clustering-model
The role of clustering
Clustering systems into chunks around a theme such as single-
source-of-truth
Enables a change-roadmap based on chunk-by-chunk implementation – particularly when coupled with an
overall service-oriented architecture
A real-world example
Logistics industry – emphasis on transformation of information-systems
Chunking based on, and delivers:- Functional Business Model
- Functional Cost Model- Business Systems Model
- Information Systems Model(and other technical-detail models as required)
Function-model: tier-1
Accept OrdersContact
Customer
Manage the Business
Deliver Orders
Support the Business
Process OrdersFulfil
Orders
Function-model: tier-2
Accept Orders
Contact Customer
Manage the Business
Deliver Orders
Support the Business
Process Orders
Consolidate Orders
Manage Production
Management
Manage Licensee Outbound Operations
Manage Materials
Receipt and Verification
Manage Facility
Pre-Production Processing
Manage Container & Label Strategies
Manage VehiclesManage Equipment and Equipment-Strategies
Manage Facility
Property
Manage Relationship
with Licensees
Manage Asset
Service Providers
Manage Transport Sub-Contracts for
Delivery
Manage NCR-Code Configurations
Define Processing Strategies
Define Performance Management
Manage Production Systems Strategies
Design and Develop Facility I nfrastructure
Manage Production-Planning Strategies
Manage Facility
I nformation
Manage Core Business
Manage Post-Production Operations
Setup for Contractor Delivery
Manage Equipment
Maintenance
Manage Production Operations
Accept from
Agency
Accept from
Contractor
Accept at Facility
Accept at Customer Location
Manage FinanceManage Human ResourcesManage Facility Administration
Manage Materials Strategies
Prepare Customer Transfer
Support Customer
Bulk Orders
Handle Customer
Complaints & Inquiries
Process Service
Requests
Fulfil Order
Prepare Fulfillment Transfer
Support Bulk Fulfillment
Orders
Handle Fulfillment Complaints & Inquiries
Process Fulfillment Requests
Function-model: tier-3Customer
OutboundI nbound
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
Staffing & Rostering
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 &
I nquiries
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
Management
Specify 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 / I nfrastructure 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 I nformation
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
Staffing & Rostering
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
RecruitmentMaintain employee
recordsOccupational Health
& SafetyOperational Training
Leave Administration
Staff Development Industrial Relations
Facility Administration
General Administration
Perform & Manage Stores Function
Manage Technical Documents
Maintain Technical Help Desk
Capture Consolidation
Events
Accept Inbound Requests
Functional Business Model
•Model is hierarchy of four levels of business
•Function, Process, Activity, Task
•diagram shows Function, Process, Activity only
•Map each project, application onto Model
• visually highlighted overlaps between projects
•data overlaps indicate possible ‘multiple sources of truth’ and other data-quality issues
•gaps indicate possible gaps in IS support
• also may indicate potential new projects
• example: support for quality-system corrective-action
Functional Cost Model
•Overlay on Functional Business Model
• full cost-breakdown to level-3 (Activity)
•aggregate costs for each Function, Process
•Map costs to Activity, project, application
•enables ‘what-if?’ analysis
• “what cost reductions could we achieve if…?”
•enables more precise targeting of projects
• high-cost project targeted on low-value Activity?
• combined high-cost projects overlapping Activity?
• no applications supporting high-value Activity?
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
Outbound
Handover Order to Transport
Driver
Capture actual acceptance
events
Verify Order Receive Order Lodgement
Accept at Customer Location
Accept at Facility
Receive electronic order via internet
I nbound
Process electronic order via email
Verify Order
Preparation & Streaming
Handle Rejected Orders
Capture Order information
Process Payment for Order
Customer
SupportHuman Resources
Succession Planning
RecruitmentMaintain employee
recordsOccupational Health
& SafetyOperational Training
Leave Administration
Finance
Provide Financial Analysis & Direction
Support Business Cases
Produce budgets & forecasts
Manage Financial Policy & Procedures
Record & monitor expenditure
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
Staff Development
Manage
Consolidate Orders
Create & Maintain Facility NCR-Code
Plans
Estimate Production Volumes
Plan & Schedule Production Operations
Staffing & Rostering
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
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 &
I nquiries
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
Management
Specify 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
Equipment Management
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
Order ManagementFacility / Infrastructure Planning and Design
Transport OperationsAttendance & RosteringFacility / Infrastructure
Development
Operations Planning & Scheduling
Customer Billing & Payment
Operations Monitoring & Control
NCR-Code Management
Service Provider Management
Customer Service Management
Event Information Management
Product Delivery
Production Operations
Facility Asset Management
Facility Information
Performance Management
Production Strategy
System Development & Support Management
Property Management
Out of scope
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
Transport Facility Management
Time and Attendance
Monitoring & Control
Review Facility Performance & implement
improvements
Planning & Scheduling
Staffing & Rostering
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
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
NCR-Code Updates
Capture Machine Configuration
Changes
Capture Tool Changes
Capture Machine Changes
Capture and Notify NCR-Code Changes
Manage Post-Production Operations
Establish Production Volumes
Time and Attendance
Monitor Post-Production Operations
Corrective Action
Review Facility Performance &
Implement Improvements
Staffing & Rostering
Plan & Schedule Operations
Setup forNon-Contractor
Delivery
Handle delivery vehicle incidents
Check & Prepare Delivery Vehicles
Document Handover to Transport
Driver
CaptureNon-Contractor Delivery Events
Deliver Container to Customer
Handle Customer Returns
Operate Vehicle for Transport Runs
Drop Off / Pick Up at Facility Depot
Setup forContractorDelivery
Receive Container from Contractor
Drop-Off
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
Facility Administration
General AdministrationIndustrial Relations
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 Agency 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 Procedure, Policies
& Governance
Processing Strategies
Processing Strategy & Design
Develop Processing Plans
Manage Facility I nformation
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
Performance Management
Measurement of Service Quality
Measure Financial Performance
Measurement of Resource Utilisation
Performance Analysis
Production Systems
Initiate Project
Evaluate Solutions
Finalise Project
Systems support & maintenance
Develop / Enhance System
Implement System
Determine business systems
strategies
Systems control & Administration
Facility / I nfrastructure Design & Development
Specify Facility Requirements
Model Proposed Solutions
Select & Design Preferred Solution
Plan & Schedule Facility
Development
Implement Facility Changes
Construct Facilities & Equipment
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 Capacity Analysis
Develop business perf. measures &
targets
Manage Core Business
Develop Business Strategies
Develop Business Plans
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
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
Equipment Maintenance
Handle Non-Valid Orders
Machine Preparation
Moulding
Prepare agency consignments
Prepare product for road transport
Production Operations
Capture production events
Inward Dock Operations
Initial Preparation
Move Product between
processing steps
Machine Production
Order Configuration
Manual Preparation
Stream orders into production
batches
Manage batch containers prior
to pick up
Manage business performance &
operations
Manage Projects
Co-ordinate Projects
Accept Inbound Requests
Design, Specify & Evaluate New
Equipment
Purchase/Dispose Equipment &
Spares
Install & Relocate Equipment
Develop Maintenance
Strategies
Monitor & Optimise Performance &
Reliability
Ensure Logistics & OH&S Compliance
Manage Equipment Configuration
Manage Technical Documents &
Support Systems
Manage Inventory, Repairs & Stores
Infrastructure
Capture Consolidation
Events
Capture volumes & machine statistics
Plan & Schedule Equipment
Maintenance
Perform & Reord Equipment
Maintenance
Correct & Record Equipment Faults &
Parts Usage
Monitor & Report Maintenance Compliance
Modify Equipment
Optimise Equipment
Performance & Reliability
Perform & Manage Stores Function
Manage Technical Documents
Maintain Technical Help Desk
Business Systems Model
Same colour-coding is used in detail-models, Information Systems Model
Layout and content is identical to
Functional Business Model
Colour-codes for business-system
‘clusters’
Business Systems Model
•Shows clusters on Functional Business Model
• clustered activities perform similar functions or share a lot of information
• each cluster is called a business system
•Groups together activities that are likely to be supported by the same information systems
• leads to purchase or development of computer systems that do not overlap in functionality
•Overview model: colour-coded Function Model
•Detailed model for each Business System
•model includes text descriptions of business systems
Machine Preparation
Business System Model – Production Operations (Main Facility)
Transport Operations
containersof product
machinable product
machinable product
completedproduct
non machinable product
rejected product
non-valid orders
non machinable product
Transport Operations
Event Information Management
productvolumes
& machinestatistics
machine statistics
material flow data flow
production statistics
Manual Preparation Move Product
between processing steps
Moulding
Facility Information
mould plan
pre-mouldedproduct
completed product
Handle Non-Valid Orders
product incontainers
completed product
Facility Information
production plan
machine statistics
Inward Dock Operations
Order Configuration
containersof product
product forroad transport
agency / licenseeconsignments
taggedproduct
consignment ready for handover to carrier
Complete preparation of consignments
Prepare agency consignments
Prepare product for road transport
Operations Planning & Scheduling
plans and schedules
result
image
productionconfiguration
productionconfiguration
product for agency
production plan
non-valid orders
all activities
OrderManagement
accepted order(where acceptance
occurs at same location)
pre-coded orders
NCR-Code Management
machine-specificconfiguration
machine-specificconfiguration
licenseeconsignments
product plans,
Initial Preparation
Machine Production
Operations Monitoring &
Control
Corrective Action
all activities
Business System detail
Icons indicate process-types:
Manual processes
Machine processes
IT-based processes
Mixed processes
Information Systems Model
Similar overall layout to Functional Business Model
Same colour-coding as Business Systems Model(unrepresented Business Systems assumed to need no Information System support)
Performance Management NCR-Code Management
NCR-CodeManagement
NCR-CodeManagement
Services
NCR-Code Software Approval
Machine-Configuration ManagementMachine-code
NCR-Code file
NCR Configuration
NCR-Code
Machine-class data
Machine-code
Requests for new code-sets
Operations Monitoring & Control
Production Monitoring
(Inb’d / Outb’d)
Transport Monitoring
Production Monitoring
(Processing)
Order Management
Customer Order Quality
Assurance
Automated Transfer
Preparation
Transfer Quality Management
Prepare Transfer Production
Process Transfer Order
Generate Planned
Transfer Data
Barcode issues
Transfer volumes (planned & actual)
Customer Service Management
Accept Request
Customer
Accept Other Request
Partner Items Management
Core service details
Other service details
Customer details
Service performance by product
Product Service Performance Reporting &
Analysis
Infrastructure Performance Reporting &
Analysis
Production Performance
Performance Reporting (Inbound/Outbound)
Facility Performance
Reporting (Processing)
Transport Performance
Reporting
Inbound/outbound performance Processing
performance
Transport performance
Infrastructure performance, performance measures & targets
Performancedetails
Production Processing Operations
post-mould
Milling Machine
Shaping Machine
Manage Customer Transfers
Pre-Despatch
Moulding
Produce Container
Labels
Robot Transfer
Auto-Rectify
Pre-Sort Machine
Manage Materials Storage
partialmould
rectifiedmould
tag and pre-sort
Tray Management
System
pre-mill before mould
Facility Asset Management
Fleet Management
Facility Asset Inventory
Management
Facility Asset Maintenance Management
Scanner Management
Spare Parts Management
FacilityAsset
Asset details
Asset maintenancefaults & parts usage
Assetdetails
Vehicle details
Scanner details
Materials details& parts usage
Parts re-supply& distribution
Facility Information Management
Maintain Basic Reference Data
Maintain Costing Reference Data
Maintain Facility
Structure
Production Plans
Management
Network nodes, product path
Reference data
Basicreference
data
Costing reference data
Network nodes, product path
Reference Data
ProductionStructure
Productplans
Operations Planning & SchedulingDetermine Production
Volumes
Production Volume
Forecasting
Production Planning
(Inb’d/Outb’d)
Transport Scheduling
Transport Service Demand
Production Planning
(Processing)
Plans & Schedules
Daily plans (inb’d / outb’d)
Daily plans (processing)
Daily volume
forecasts
Expectedvolumes
(from orig. facilityor bulk orders)
Volumesexpected from
processing facility(today)
Dailyvolume
forecasts
Work requirements(ongoing &
ad hoc)
Transport schedules
Service Provider Management
Service Provider
Management
Service Provider
Service provider details &
arrangementsLicensee
Management
Maintain Geographic
Information & Maps
Facility / Infrastructure Planning & Design
Attendance & Rostering
RosteringTime &
Attendance & Labour Usage
Daily Rosters
Attendance & Rostering
Daily Rosters
Attendance & actual
labour usage
Event Information Management
Production volumes & machine statistics
Capture Transport Run
Events
Capture Production
Events
Capture Prod’n Volumes and
Machine Statistics
Central Management
of Event Information
Machine & Asset Event
Transport eventsProduction
events
Events
Onboard Vehicle Data
Capture
Vehiclestatistics
Facility Modelling & Optimisation
Machine Records
Machine statistics
Corrective Action
Management
Counter Order Delivery
Management
Missort & Reject
Analysis
Counter orderdetails
Network nodes, product path
Information Systems Integration
Report Service Status to Customer
Customerdetails
OperationsProcess
OutboundTransport
Customer InterfaceCustomer
Accept
Facilities Manage Production
(or across all functions)
Plans & schedules
Attendance & labour usage
Events
Events
Service Provider performance
Attendance & labour usage
Facility information
Facility information,
production plans
NCR-codesand machineconfigurations
Facilityinformation
Facility information &reference data
Track events
Asset costs, unavailability, faults
Productionvolumes & events
Lodgement volumes & events
Asset maintenance performed by service providers
Service provider events
Carrier arrangements
Asset availability
Productvolumes
NCR &production
plans
Asset events
NCR-code data
NCR-codesand machineconfiguration
Issues
IssuesTransportincidents
Information Systems Model
• Identifies chunks of IT functions required to support each Business System
• each chunk is an information system
• Information systems do not imply what IT application will be used
• describe broadly what we want IT apps to do
• Define information systems for the whole without reference to existing IT applications, to ensure:
• apps perform functions that make sense to do together
• apps do not overlap in functionality
• apps cover all the functionality we require
Practice: ClusteringFor your present change-processes…
• Do you use a clustering-model to guide mapping of interdependencies, and inter-project scheduling, in the roadmap?
• If yes, what clusters do you use? With what boundaries? For what purposes?
• If no, what differences might the use of a clustering-model make?
Review potential usage in your change-process.
Interdependency:Backbone and edge
ORDER(a sense of ‘the known’)
UNORDER(a sense of ‘the unknown’)
We need governance that can adapt to work with the full spectrum.
A spectrum of uncertainty
One of the hardest partsof working with uncertaintyis to build the right balance
between known and unknown- between backbone and edge.
A spectrum of services
Backbone and edgeorder
(rules do work here)unorder
(rules don’t work here)
fail-safe(high-dependency)
safe-fail(low-dependency)
analysis(knowable result)
experiment(unknowable result)
BACKBONE EDGE
Waterfall(‘controlled’ change)
Agile(iterative change)
Backbone, domain and edgeorder unorder
fail-safe(high-dependency)
BACKBONEsafe-fail
(low-dependency)
EDGE
plan
actual
Waterfall(‘controlled’ change)
Agile(iterative change)
Mixed(guided change)
analysis(knowable result)
DOMAINexperiment
(unknowable result)
Choices:
Everything we place in the backbone is a constraint on agility;
anything we omit from the backbonemay not be dependable.
It’s not an easy trade-off…
Vision and valuesare always part of the backbone:
values as ‘shared-services’.
A spectrum of servicesalso implies
a spectrum of governance:governance of governance itself.
Practice: StabilityFor your architecture project-portfolio…
• Which elements and services fit more in backbone, domain or edge?
• What governance should be applied to each: Waterfall, Agile, Mixed?
• If Mixed, how would the appropriate mix be identified and governed?
Use your answers to guide design-choices
Interdependency:Pace-layering and change
Everything changes
Which means we’ll needto design for change
– design for change, not against it
Pace-layering (and more)
Different elements change at different rates – from days to decades.
Different elements have different lifetimes – from nanoseconds to centuries.
Different elements reference other elements that have different rates of
change, and different lifetimes.
It gets kinda complicated…
We needgovernance.
(Okay, it’s not a popular word...but we do have to face it,
otherwise nothing works...)
Waterfall?
or Agile?
or what?
(the only thing that’s certain is that one-size-doesn’t-fit-all...)
A practical answer:
All of them, together(Waterfall, Agile and Mixed)
again using the architecture-pattern of
backbone and edge...
Everything changes…
Practice: ChangeFor your architecture and its roadmap…
• How does each element change over time, and why?
• How do you manage migration into and out of the backbone?
• What governance is needed to manage this, and governance of governance itself?
Use your answers to guide governance-choices
Planning for uncertainty and complexity
“Let’s take a quick SCAN of this…”
Simple Not-known
Complicated Ambiguous
NOW!
certain
uncertain
before
Use context-maps such as SCANto identify
what may or must changewhat is or is not certain
how these vary over timeand what to do with each
Making sense of complexity
Plan versus action
NOW!
before
certain
uncertain
edge of action
‘Complicated’
‘Simple’
PLAN
ACTION
“No plan survives first contactwith Reality Department”
Plan and action
NOW!
before
certain
uncertain
‘Complicated’
‘Simple’
PLAN
ACTION
(we need feedback loops between plan
and action)rules
realities
Theory and practice
NOW!
before
certain
uncertain
THEORYWhat we plan to do, in the expected conditions
What we actually do, in the actual conditions
PRACTICE
Theory and practice
NOW!
before
certain
uncertain
“In THEORY,there’s no difference
between theoryand practice…
…in PRACTICE,there is!”
WAAAAHHH!!!
How can wecontrol all of this?
Short-answer: we can’t.
‘Control’ is itselfmostly an illusion…
ORDER(IT-type rules do work here)
Take control! Impose order!
“Insanityis doing
the same thingand expecting
different results”(Albert Einstein)
certain
uncertain
“Insanityis doing
the same thingand expecting
the same results”(not Albert Einstein)
ORDER(IT-type rules do work here)
UNORDER(IT-type rules don’t work here)
Order and unorder
“Insanityis doing
the same thingand expecting
different results”(Albert Einstein)
certain
uncertain
edge of uncertainty
A quest for certainty: analysis, algorithms, identicality, efficiency, business-rule engines, executable models, Six Sigma...
SAMENESS(IT-systems do work
well here)
UNIQUENESS(IT-systems don’t work
well here)
Same and different
An acceptance of uncertainty: experiment, patterns, probabilities, ‘design-thinking’, unstructured process...
certain
uncertain
standardised
A bunch of similar spectra…
customised unique
predictability unpredictability
high-probability low-probability
high-dependability low-dependability
reusability bespoke
low rate of change high rate of change
Certain and uncertain
NOW!
certain
uncertain
(we need feedback loops between analysis and experimentation)
‘Complicated’(EVALUATE)
‘Ambiguous’(EXPERIMENT)
edge of uncertainty
questions
answers
before
Complexityincludes themes such as
wicked-problems
•definable formulation
•each essentially same
•finite dependency
•static ‘solution’
•outcome is true/false
•clear end-point(‘finite-game’)
‘TAME’(‘control’ can work here)
‘WICKED’(‘control’ can’t work here)
Tame- and wicked-problems
certain
uncertain
•no definable formulation
•each essentially unique
•infinite dependency
•dynamic ‘re-solution’
•outcome good/not-good
•no clear end-point(‘infinite-game’)
Use the right modelsfor each domain...
don’t mix them up!
Think VUCA:
• Volatile• Uncertain• Complex
• Ambiguous
Many meanings of ‘Complexity’…
(and of ‘Chaos’ or ‘Chaotic’, too)
– we need to embrace them all(not make the Simplistic assertion
that only one kind is ‘the real complexity’…)
Roger Sessions:
“eliminate complexity!”(Simple Iterative
Partitions; Snowman)
SAMENESS(most IT-type modelsdo work well for this)
UNIQUENESS(most IT-type models
don’t work well for this)
Complexity: they’re both right…
certain
uncertain
John Seddon:
“embrace complexity!”(Vanguard Method; ‘failure-demand’)
NOTE:
‘self-similar’ is not the same as‘the same’…
‘high-probability’ does not mean‘will always happen’…
‘low-probability’ does not mean‘will never happen’…
Use the right tacticsfor each domain...
don’t mix them up!
The real challenge…
CC-BY-NC-SA grrrl via Flickr
“Accept the burden of uncertainty…be comfortablewith being uncomfortable.”
Linking it all together
NOW!
certain
uncertain
‘Simple’(ENACT)
‘Not-known’(EXPLORE)
edge of panic
fears
options
‘Complicated’(EVALUATE)
‘Ambiguous’(EXPERIMENT)
edge of uncertainty
questions
answers
newsprinciples edge of
innovationrealitiesrules edge of
action
before
Common themes in each domain
order unorder
SIMPLE(enact)
regulationrotation(rules)
NOT-KNOWN(explore)reframe
rich-randomness(principles)
COMPLICATED(evaluate)
reciprocationresonance(algorithms)
AMBIGUOUS(experiment)
recursionreflexion
(patterns, guidelines)
NOW!
certain
uncertain
plan
actual
before
Practice: ComplexityFor your enterprise-architecture roadmap…
• What are the inherent-uncertainties within the scope of your current business-change?
• How do you distinguish between inherent-uncertainty, versus mere poor execution?
• How do you work with the uncertainty and complexity, rather than trying to ‘control’ it?
Use your answers to guide governance-choices
Budgeting for uncertainty:Using a ‘decision-dartboard’
Budgeting: time and cost
Projects on the roadmap need budgets of time and cost – yet which also allow for interdependencies, uncertainties, pace-
layering and other variances
‘Decision-dartboard’ is an adaptation of SCAN to help with this type of budgeting,
developed by Kai Schlüter at Danfoss
SCAN framework
order unorder
SIMPLE(enact)
regulationrotation(rules)
NOT-KNOWN(explore)reframe
rich-randomness(principles)
COMPLICATED(evaluate)
reciprocationresonance(algorithms)
AMBIGUOUS(experiment)
recursionreflexion
(patterns, guidelines)
NOW!
certain
uncertain
plan
actual
before
SCAN as ‘decision-dartboard’
order unorder
NOW!
certain
uncertain
plan
actual
before
NOT-KNOWN“don’t know if it’s possible”
budget as riskwith predefined exit-condition
(unknown time/cost/result)
COMPLICATED“will require calculation”
budget aspre-assessed estimate
(variant time/cost, known result)
AMBIGUOUS“assess for best option”
budget as Agile-type experiment-series
(known time/cost, variant result)
SIMPLE“we know how to do this”
budget aspredefined item
(known time/cost/result)
Practice: BudgetingThrow each task at a ‘decision-dartboard’…• Simple: “we know how to do this”
• identify fixed cost, time, and required result
• Complicated: “will require calculation”• identify expected variance in time and cost
• Ambiguous: “assess for best option”• identify options to assess, time/cost budget
• Not-known: “don’t know if it’s possible”• identify risk-tolerance, initial-budget and go/no-go
Use your answers to guide schedule/budget choices
People:Guiding change
CC-BY AllBrazilian via Wikimedia
It’s always about people…
Why skills are needed…What is always going to be
uncertain or unique?
(‘Messy’ – politics, management, inherent-uncertainty, wicked-problems, ‘should’ vs ‘is’, etc.)
What will always be ‘messy’?
Wherever these occur,we’re going to need human skill…
What will need new interpretationand understanding?
How can wecontrol all of this?
Short-answer: we can’t.
‘Control’ is itselfmostly an illusion…
…especially wherever peopleare involved in the story…
WAAAAHHH!!!
DON’T WORRY:
Yes, ‘control’ is an illusion…
but influence is not an illusion…
That’s why politics, soft-skillsand respectful relationsare so important here…
One important proviso:
you’ll need support ‘from the top’…
- probably all the way to senior executive -
…you’ll need that authority, to bridge across silos, talk with anyone, and more.
(Without that high-level support, this change-journey may well be going nowhere…)
‘The Dance of Change’
Peter Sengé et al.(Nicholas Brealey Publishing, 1999;ISBN 1-85788-243-1)
Describes the key ‘people-issues’ that arise during transformative change, and what to do about them
‘The Dance of Change’•The challenges of initiating• Not enough time
• No help (Coaching and support)
• Not relevant
•Walking the talk
•The challenges of sustaining• Fear and anxiety
• Assessment and measurement
• True-believers and non-believers
•The challenges of redesigning and rethinking•Governance
• Diffusion
• Strategy and purpose
The role of consultants
but that need for deep social-networkswithin the organisation usually makes
it unwise to use external-consultantsto do the architecture-governance itself.
External-consultants are useful to helpin building the skillsets and competence
of architects and other internal-consultants…
Practice: PeopleFor the change-context of your roadmap…• Who are the stakeholders in this change?
• What soft-skills do you need, for this to work well? Do you have these skills?
• What are the politics and relations you need – all the way from ‘the top’ to ‘the bottom’?
• How will you manage the Dance of Change?
• What appropriate role for consultants here?
Use your answers to guide governance-choices
People:Building the story
Simple changes have roadmaps like city streets…
…that story of change is quite easy to describe and explain…
…mapped out in terms of (time)-horizons and simple cross-dependencies
Large-scale change is more like setting out to explore an uncharted ocean…
…it needs a different kind of planning…
…a different kind of story…
A real exampleMajor business-transformation project (c.5 years, US$100mil)
Model developed by and provided courtesy of Ondrej Gálik
The ‘burning land’…
Essentials for the journey…
Platform for change: tools, systems, processes, models, records, funds, resources
People for change: skills, experience, teamwork, commitment; tools for sensemaking, decisions, governance
Guidance for change: maps of the known (as-is) and ideal (to-be); rules, principles, navigation, ‘guiding-star’
Out to sea…
Arriving in the new land…
Practice: Change-storyFor a current transformation-project…
• How would you create a sense of urgency and desire for change – a ‘burning land’?
• What are the fundamentals for the journey – the ‘ship’, the platform for change; the ‘crew’ and their skills; the map, the compass, the guiding-star?
• How would the story show how to traverse through uncharted waters – and any ‘here be dragons’ places?
• How would you describe how to know when you’ve arrived at the right destination?
How would you describe your EA change-story?
Summary: EA Roadmaps• Interdependencies
• maturity-model, clustering, backbone and edge, pace-layering
• Complexity and uncertainty• Plan and action, order and unorder, volatility, tame vs wild
• Scheduling and budgeting• Backbone and edge, ‘decision-dartboard’
• Engaging people in change• Soft-skills and politics, ‘the dance of change’, governance
• Creating a shared-story• ‘Burning lands’, across uncharted waters, safe harbour
Any insights from this?
CC-BY-ND-SA ores2k via Flickr
“What’s the 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
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: