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26455862 Zhou Jiefang

FIT 5133 Enterprise architecture and managementGroup Assignment 2

Chan CheahTuesday & Friday 11:00-13:00 Caulfield

06 Feb 2017 06 Feb 2017

06 Feb 201706 Feb 2017

06 Feb 2017

2626098026342707

XuFan

YiChengYiming

YiCheng

YiMing

Question 1

1. Definitions related to the question

According to Bernard (2012), A Line of Business (LOB) is a distinct area of activity within

the enterprise. It may involve the manufacture of certain products, the provision of services,

or internal administrative functions. Each LOB has a complete architecture that includes all

five hierarchical levels of the EA3 framework. The LOB therefore can in some ways stand

alone architecturally within the enterprise, except that duplication in data, applications, and

network functions would occur if each LOB were truly independent. For example, sales,

manufacturing and administration can be three lines of business in a company.

Bernard (2012) also claims that a business segment is a part of the overall EA that documents

one or more lines of business at all levels and threads. A segment can exist as a stand-alone

part of the EA. They often act like their own businesses complete with their own presidents,

vice presidents, etc. Their revenue is also usually reported individually in the Income

Statement. For example, a new acquired organization, a marketing area within the entire

enterprise can be two segments of a business.

2. Dell’s organization structure

There are 14 distinct business areas in Dell Technologies, they act as segments making up the

entire business. Each of these segments has its own presidents, vice presidents, etc.

Every segment also has its own lines of business, operation and functions. For example,

SecureWorks, a publicly held subsidiary of Dell Technologies and one of these 14 segments,

has its own President Mike Cote, Chief Marketing Officer AlexAndra Gobbi; Its lines of

business such as Security & Risk Consulting and Cloud Security (SecureWorks, 2017). With

its own goals and execution, SecureWorks has grown to become a leading global provider of

intelligence driven information security solutions, exclusively focused on protecting its

clients from cyberattacks (Dell Technologies,2017).

3. Dell’s organization structure

The recent organizational structure relies heavily on the key EMC and Dell executives that

have been running their respective businesses (Matt Brown, 2016), this is also clear by

analyzing Dell Technologies’ leadership. One of the way that Dell establishes its segments is

by maintaining operations of its acquired and combined businesses like EMC, Pivotal,

VMware and SecureWorks.

Some other segments already exist in Dell company are still sustained, like Human Resource

(HR) which is believed necessary for the maximum impact on a business by Walker (1994),

setting the overall HR strategy and solving the biggest culture, leadership, talent, and

performance challenges of Dell and Dell EMC is always a vital component. Marketing and

Accounting & Finance activities are also maintained in the almost same way as HR segment.

Reference: 1. Bernard, S. A. (2012). An introduction to enterprise architecture. AuthorHouse.

2. Dell Technologies. (2017). Retrieved from https://www.delltechnologies.com/en-

us/our-leadership.htm#accordion16=0&scrollTop=off

3. SecureWorks. (2017). Retrieved from https://www.secureworks.com.au/capabilities

4. Matt Brown. (2016). Dell Technologies' New Organizational Structure Takes Shape.

Retrieved from http://www.crn.com/news/channel-programs/300082451/dell-

technologies-new-organizational-structure-takes-shape.htm

5. Walker, J. W. (1994). Integrating the human resource function with the business.

People and Strategy, 17(2), 59.

Question 2 Business Architecture defines the enterprise's constitution in term of its governance

constitution, business procedures, and business information. In order to improve the business

architectures, detailed level oriented artefacts will be used to support these architectures. In

dell’s case, three level will be used to support the business architecture.

1. Strategic goals & initiatives

1.1. Strategic Plan

Strategic Plan is abundant information which will provide the Enterprise Architectures with

the strategic business situation. In order to create a baseline for short-term tactical planning,

strategies, long-range scenarios, goals, and initiatives are included in strategic plan.

1.2. SWOT Analysis

SWOT Analysis is the easily-stage action in developing a strategic plan. By analyzing the

data from environmental analysis, SWOT analysis will extract the internal strengths and

weaknesses, also the external opportunities and threats. The main aim of SWOT is to help

organizations take full account of all the factors which involved in decision making.

1.3. Concept of Operations Scenarios

According to Fairley & Thayer (2007), through considering different combinations of

external and internal drivers that identified in the SWOT Analysis, elaborated current and

further concept of Operations' scenarios which include several years of running action can be

produced. The organization can measure the potential results and planning presumptions in

each scenario and value the risk and relative virtue of pursuing a special course of action.

1.4. Concept of Operations Diagram

The CONOPS Diagram is a high-level diagram that defines organization’s functions and

interest

1.5. Balanced Scorecard

Balanced Scorecard is tracking and strategic planning tools which make sure business

operation aligns with strategic goals and improve organization ‘s performance.

Four viewpoints are identified by the balanced scorecard which each organization should

consider.

2. Business Products & Service level

2.1. Business plans

Business plans are tools that used to assist decision-making. The content and format of the

business plan is determined by the goals and audience.

2.2.Node connectivity diagram

The main aim of node connectivity diagram is to decide which systems are required in order

to meet the organization’s business needs.

The node connectivity diagram focus on the operational nodes, the demand between these

nodes, and the attributes of information swapped. The information swap determines the

information which are needed to sustain the operations between the operational nodes. Figure

below shows a simple of Node connectivity diagram

2.3. Swim lane process diagram

A swim lane process diagram is a kind of flowchart. It shows the process from

beginning to the end, it also splits these stages into groups to help determine the

shareholder which responsible for various kinds of activities. Figure below shows a

simple of Swim lane process diagram

2.4. Business process diagram

The Business Process Diagram stands for the activities and steps in a procedure,

describes relationships between main parts of the system, and also links between

various kinds of systems. Figure below shows a simple of Business process diagram

2.5. Activity/Product Matrix

According to Bernard (2012), The lifecycle of each revenue-producing product the enterprise

produces to the line of business supporting one or more stages of the product lifecycle is

mapped by The Activity/Product Matrix. This matrix permits the enterprise to ensure where

the horizontal (cross-cutting) and vertical business goods actions are located, as well as to

help to define those processes' ownership.

2.6. Use case narrative & diagram

Stumpf & Teague (2005) define that the use case narrative explained how the use case, in

essence, describes the interaction between an actor to achieve a goal of observable value. The

Use case diagrams defines business use cases, actors, and the relations between these two.

The connections between actors and business use cases shows that an actor can utilize a

certain functionality of the business system.

2.7. Investment business case

According to Bernard (2012), The investment business case uses a standard format to

define the risk, return and value on investments that are produced in technology and other

resources. The Business case also include an options analysis, program performance

monitoring metrics, security status information, and architecture information.

3. Data & information level

3.1. Knowledge management plan

The Knowledge Management Plan is systematical, organized and focused method to defining

and applying the purposes and knowledge aims of a project (Earl, 2001). The KM plan is

design to answer following quesions:

1. What knowledge is required via the project

2. What knowledge will be produced through the project

3. What procedures and technologies that will be used to handle the knowledge during the

project.

4. What activities need to be obtained to apply the system.

3.2. Information Exchange Matrix

The Information Exchange Matrix defines the information that is swapped between entities

and related attributes such as destination, security, source, information, media, quality,

frequency, and capacity. Main attributes include:

1. Information requirements

2. Business Process Driven

3. Major Information Exchanges

3.3. Object state transition diagram

According to Jia & Erdmann (2013), the primary aim State transition diagrams is to

define a machine having various kind of states The machine entertains actions from the

external, and each action can lead the machine smooth over from a state to another state.

Figure below shows a simple of state transition diagram.

3.4. Object Event trace diagram

According to Bernard (2012), the event trace diagram allows actions' tracing in a set of

operational threads or scenarios. Each model should concentrate on a decisive sequence of

events and a description of this scenario ought to accompany the model. Figure below shows

a simple of Event trace diagram

3.5. Logical data model

Logical data models help describes the detailed constitution of information and the relations

between information in a system. Silverston(1997) point that these models clarify the

information that are represented by the Conceptual data model, then develop the basis for

Physical data model. In Enterprise Architect, a Logical data model is typically represented

using the UML Class notation

3.6. Physical data model

The physical data model is a tool that used to define how the data constituted in the

LDM is actually applied in automated information systems (Bernard, 2012).

3.7. Data dictionary

The data dictionary is used to define the information elements. It can help the stakeholders to

use and utilize these data elements consistently, and that can be shared though various kinds

of solutions.

Reference

Bernard, S.A., 2012. An Introduction To Enterprise Architecture: Second Edition 3nd ed.,

AuthorHouse.

Fairley, R. E., & Thayer, R. H. (2007). The concept of operations: The bridge from

operational requirements to technical specifications. Annals of Software Engineering, 3(1),

417-432.

Stumpf, R., & Teague, L. C. (2005). Object-oriented systems analysis and design with UML.

Pearson/Prentice Hall.

Earl, M. (2001). Knowledge management strategies: Toward a taxonomy. Journal of

management information systems, 18(1), 215-233.

Silverston, L., Inmon, W. H., & Graziano, K. (1997). The data model resource book: a

library of logical data models and data warehouse designs. John Wiley & Sons, Inc..

Jia, Y. B., Mason, M. T., & Erdmann, M. A. (2013). Multiple impacts: A state transition

diagram approach. The International Journal of Robotics Research, 32(1), 84-114.

Question 3 Case Review

Dell, as the world’s leading and largest technology company, has experienced various

transform not only in enterprise business and strategy, but also in organisation structure.

In the period of previous 3 years, from 2009 to 2012, Dell’s worldwide profit decreased

dramatically due to the competition with more rivals and changed globalisation environment.

Therefore, Michael Dell, who is the CEO of Dell, made a decision on transforming the Dell

from traditional hardware manufacturer into new technology solution and service company.

Due to the several large acquisitions, including Perot Systems in 2009, six companies in 2010,

and nine companies in the next two years, Dell’s business became more diversified and

generalisation. Obviously, it is a lengthy and complicated process to turn around a tech giant,

which can spend many years. Dell’s business scope creep leads to a serial of issues on both

business and technology. As shown by “The Oracle Enterprise Architecture Framework”

(2009), there were 12 different order management systems and 27 different interfaces for

products and customer data. These issues should be solved on both technology and business

aspects. with the support of Oracle EA teams, Dell proceeded to make an alignment between

business, strategy and technology. The process of integration covers various of dimensions,

including purge of legacy systems, standardization of company businesses and establishing the

communication between IT and general departments. To sum up, this dilemma can be the

turning point for Dell’s enterprise architecture transformation.

In the next 3 years, from 2013 to 2016, the Dell’s acquisition footstep never stops. On Oct 29,

2013, Dell announced that the company is acquired by Michael Dell, the founder and CEO of

Dell’s, Silver Lake and Microsoft. It means that Dell’s has become a largest privately-

controlled tech company in the world. When it comes to Dell’s exiting of the NASDAQ, the

stakeholders considered that Dell’s PC market kept unchanged even shrink. However, it is an

optimal chance for Michael Dell repurchasing the company and be in charge of it. Also,

Michael Dell was ready to make a long-term transformation strategy for Dell’s. Michael Dell

insists that personalization can deliver immediate value to both stakeholders and customers,

with the forming Dell into integrated and diversified IT solution provider worldwide. Four

main parts are mentioned, which are cloud, big data, mobile and security. In the past, Dell make

the achievement on revolutionize the status of the PC. Currently, Dell’s mission is that bring

the best-in-class and flexibility solution for customers’ management and finance in

complicated environments.

In the year of 2016, Chief Michael Dell rebranded the Dell into Dell Technologies, Dell EMC

and Dell, which is the meaningful milestone of Dell EA transformation (Fiveash, 2016). The

Dell technologies is the combination of Dell family products, which including EMC, VMware,

Pivotal, SecureWorks, RSA, Virtustream and Dell itself (Dell, 2017). The new brand covers

the business to provide the tech solution and services for enterprise or business ‘s sustainable

and innovative development. Specifically, all of these companies have no redundant and

overlapped business and services, and there are four main fields, which are digital

transformation, IT transformation, Workforce transformation and Security transformation

("Digital Transformation Index", 2017).

Current Strategy cycle (2013 - 2016)

Vision: To be an enterprise solutions powerhouse, providing customization solution for

specified customers. To be the most successful IT systems company. Providing the best-in-

class service and support to meed the customer expectations (Jurevicius, 2013).

Strategy: the future strategy can be summarized into three aspects:

• Establish the strategy alignment business, and dislodge the

overlapped and redundant business

• Transfer competition into collaboration, and build the diversified IT

solution business in order to stand in the leading position of the

world’s largest IT solution provider

• Endeavour to change the technology with innovation and revolution

After the rebirth of Dell’s, the new Dell technologies has more opportunities and challenges

than the previous company. Due to the past and current acquisitions, Dell technologies has 7

main members which are EMC, VMware, Pivotal, SecureWorks, RSA, Virtustream and Dell.

Dell’s management made these acquisition by the aim of strategically aligned business. As

mentioned by David (2016), who is the president of Dell EMC, using these portfolios can help

Dell technologies to provide the extensive infrastructure solution business. For instance, the

hybrid cloud is provided by VMware and Virtustream, and VMware also provide the converged

and hyper-converged infrastructure, and both Pivotal and VMware can serve with platform-as-

a-service, and the cybersecurity is supported by the RSA and SecureWorks. In all, the current

business architecture can be summarized as following:

Strategy:

Dell technologies has a strong strategically aligned business which combine the several

segments business and companies into one group. With the same strategy, the Dell

management can manage the company more efficiently and effectively.

Business:

Guided by the unified strategy, Dell Infrastructure Solution Group provide the industry leading

servers, storage, data protection and cybersecurity to the different type of customers. The

service is contributed by all the members in the group, which help Dell become more industrial

and professional in IT infrastructure solutions.

Technology:

Guided by the unified strategy, all these technologies can be reused in the other field. Dell

technology devotes to create a sustainable tech environment for its further development. These

members are not only in the leading position of its own business, but also can support each

other to improve the user experience.

Future Strategy Cycle (2017 - Further)

Vision: the vision of Dell technologies, as the infrastructure company, provides the industrial

standard to clients worldwide, and devotes to create the data center of the cloud, also becomes

the standard of IT solution in the eyes of customers.

Strategy: three related initiatives should be executed successfully

• To consolidate the current market’s share in Client solution and IT

infrastructure for traditional workloads, and find more opportunities on

the further market

• To be the leading role in the IT infrastructure fields for cloud-native

workloads

• To create more innovative products and technology on applications and

infrastructure

When it comes to the future of Dell technology, it is not an unknown result. There is no doubt

that Dell’s PC market declined constantly in recent years, despite that the new products are

published until now. Michael Dell (2013) indicates that Dell lose the best opportunities on

selling mobile products such as Android-based mobile phone, iPad and Ultrabook. These

products contribute to the decreasing market share of traditional desktops and laptops. In the

past, Dell can be called Dell company corporation, which is the largest manufacturer and sales

in the world. However, in order to reduce the cost of operation, Dell outsource most of

processing and manufacture to overseas companies which are in Taiwan and India (Chao,

2012). Also, Dell’s strategy focuses on the direct selling, which leads to Dell’s poor Research

& Development. That is the reason why most of Dell’s computer use Intel core and Microsoft

Systems. Obviously, Dell is aware of this issue through the awful performance. Therefore, in

the future, Dell’s transformation will cut down the traditional manufacture business on PC,

especially for desktop and traditional laptop. Instead, Dell will concentrate on the segment

market of business infrastructures and technical devices, such as the leading workstations and

creative VR devices.

What’s more, Dell will consolidate its leading position on the IT and infrastructure solution.

The largest IT corporation merger makes Dell EMC to be the spotlight of society, also it

becomes to the leading position of IT solution company. David (2016) shows the strength of

Dell EMC on its future market position with the combination of EMC infrastructure solutions

business, including #1 Enterprise storage systems, Public and private cloud infrastructure,

integrated system. These technologies can make Dell technologies outstanding in the next 10-

20 years (Nguyen, 2015). Essentially, Dell is the successful EA transformation company,

which has full of experience and resources to provide the IS and IT solution to the other

companies. With these advantages, Dell technologies can be the leading position of IT IS field

in the future. The only issue for Dell technologies is to make the group simpler and more

functional, which can keep the top products only.

Innovation will be the power of Dell’s further revolution, and it is also the trends for the future

markets. People prefers to enjoy the attractive and novel products, once they are ready to the

new technologies. There is an increasing trend on VR market. VR hardware sales are expected

to grow $1B in 2017(Andy, 2016). As mentioned by the Dell (2016), the new products are

introduced to customer, including the VR devices. However, Dell’s technologies haven’t cover

the VR business. Compare with investing on the R&D department for VR, acquisition the

trending VR company is a reasonable and economical strategy. The Unity technologies is a

leading developer of 3D game technology, and full of energy on VR devices. Those two

conditions are suitable for Dell’s Alienware products. Otherwise, being partnership with

google is also an appropriate deal, who has the advanced resources on innovation and research.

Conclusion

The main strategy of Dell technologies will not change, which is to bring the best-in-class

experience on infrastructure solution to the customers. Dell will pay attention to enhance the

ability and resource on ISG, with more acquisition and investment. On the side of traditional

computer business, as the yesterday industry, Dell will cut down the most of low profit products

including desktop and laptop, and keep the only segment products on the business workstations

and entertainment devices. Also, the innovation footstep will not stop, VR and other creative

products will be introduced to Dell in the future.

Reference:

Andy, P. (2016). Virtual Reality Companies: Top 20 VR Companies to Watch - Datamation.

Datamation.com. Retrieved from http://www.datamation.com/mobile-wireless/virtual-

reality-companies-top-20-vr-companies-to-watch-1.html

Chao, L. (2012). As rivals outsource, Lenovo keeps production in-house. Wall Street

Journal, 1, 9

David, G. (2016). Dell EMC – Creating A Digital Future & Transforming IT - Dell EMC Pulse.

Dell EMC Pulse. Retrieved from http://pulseblog.emc.com/2016/09/07/dell-emc-

creating-digital-future-transforming/

Dell, (2017). Company Information. Dell. Retrieved from

http://www.dell.com/learn/us/en/uscorp1/about-dell

Dell, (2016). Event Details | Investor Relations | Dell Technologies English.

Investors.delltechnologies.com. Retrieved from

http://investors.delltechnologies.com/phoenix.zhtml?c=254397&p=irol-

eventDetails&EventId=5243016

Digital Transformation Index. (2017). Delltechnologies.com. Retrieved from

https://www.delltechnologies.com/en-us/perspectives/digital-transformation-

index.htm

Fiveash, K. (2016). Dell rebrands Dell to Dell Technologies, Dell EMC, and Dell. Ars

Technica. Retrieved from https://arstechnica.com/business/2016/05/dell-rebrands-dell-

to-dell-technologies-and-dell/

Jurevicius, O. (2013). Dell mission statement 2013. Strategic Management Insight. Retrieved

from https://www.strategicmanagementinsight.com/mission-statements/dell-mission-

statement.html

Nguyen, C. (2015). Michael Dell discusses EMC acquisition, Dell's vision for future-proofing.

TechRadar. Retrieved 6 February 2017, from

http://www.techradar.com/news/computing/michael-dell-discusses-emc-acquisition-

and-dell-s-vision-1307270

The Oracle Enterprise Architecture Framework, 2009. retrieved from

http://www.oracle.com/technetwork/issue-archive/2010/10-jan/oea-framework-

133702.pdf

Question 4 Introduction and academic views

David (1980) believes that relation between strategy and structure can be made in both

directions, which means that resources and environment of a business influence its strategy,

then the strategy has impact on the structure of the business, equally, strategy also follows

structure. As a result, with the strategy, one can identify and predict the overall view of the

future enterprise structure. Once finding that there are changes needed to form an enterprise

structure, one can identify what actions should be taken.

With the analysis and description in question 3, it is clear that after the acquisition of a large

number of businesses between 2009 and 2012, Dell has faced business and IT problems.

Then during Dell’s 2014 – 2016 Strategy Cycle, its strategy is influenced by the enterprise

structure, goals and issues.

Then around 2017, Dell’s new organization structure is formed which can be seen in Q1,

segments in the structure of Dell Technologies are mostly affected by the strategies and

activities during 2014 and 2016.

Dell Technologies’ Q3 Fiscal Year 2017 performance review give formal insights about its

vision and strategies for the following years (Dell Technologies, 2016). It is not hard to

identify the projects to achieve business goals.

New planned products and services

By looking into the first piece of strategy in the Q3 Fiscal Year 2017 performance review,

Client Solutions and IT infrastructure will be extended continuously, business critical

applications and Storage- as-a-service will be put more attention. With analyzing the second

initiative, Cloud solutions is one of the key future goals. The third initiative covers

development of business critical applications, Cloud native applications, data integration

services and modern application etc.

Possible supporting lines of business (LOB) and segments related to

planned products and services

VMware cover lines of business that specializes cloud and virtualization software and

services (VMware, 2017), which can be still seen as a segment in future organization

structure;

With the increasing development of cloud computing, information security is a key

intellectual property for Dell Technologies, SecureWorks is maintained as a segment as it is a

global leading provider of cybersecurity;

Operation and IT Solutions department will be continuously maintained as it is responsible

for Dell Technologies’ IT global manufacturing, procurement and supply chain activities, as

well as the engineering, design, development, sales and marketing of computer desktops,

notebooks, workstations, cloud client computing and end-user computing software solutions,

which is consistent with the first initiatives.

EMC was the world’s largest provider of data-storage systems by market share in 2015

(Forbes, 2015), now Dell EMC covers lines of business including data storage, information

security, virtualization, analytics, cloud computing and some other products and services

(Dell EMC, 2017).

Pivotal contains a Pivotal Cloud Foundry development group, which supports cloud related

services.

Besides, segments like Human Resources, Customer and Marketing will continue

contributing to Dell Technologies as they serve almost all other departments and their

existence helps reduce redundancy.

So the lines of business and business segments above will continue operating to ensure the

provisioning of new future products and services.

However, there are still some lines of business need to be added or adjusted. According to the

analysis in Q3, there is an increasing trend on VR market. Dell’s technologies have not a

strong line of VR business and need to take the opportunity to ; There are still overlapping

LOB because of acquisition activities, for example, both VMware and Virtustream division

have hybrid cloud business; Dell also needs to reduce traditional manufacture business on PC

and to focus on more technical-based and entertainment related devices.

Recommendations of new transformation projects

According to the need of LOB changes, there can be some projects activated:

1. Manufacture and investment deduction on laptops and PC;

As this program relies lightly on skills, finance or rationalization, a couple of months

can be set as the timeline for the project.

2. Technical and entertainment production concentration;

This program might include investment on mobile systems, purchase new systems

and applications. A general one year timeline should be provided.

3. Business integration;

This is a program used to reduce redundancy and it should be continuously working

as long as there are new acquired companies, however, since Dell has the experience

of applying EA, a single integration of business line should be within one year.

4. VR companies acquisition;

This is a program aims to seek and acquire resources and capabilities from a VR

company.

Chris Gallant (2017) states Corporate mergers and acquisitions can vary considerably

in the time they take to be completed. But without a large extent of restructure of a

company like what Dell Technologies did with EMC, a single VR companies

acquisition should be completed within several months.

To coordinated these projects, one should first understand the current state of Dell

Technologies’ IT portfolio and business processes, and then mapping business capabilities to

IT capabilities. This could be done by developing scoring criteria to analyze the current

portfolio, and ultimately by deciding on the standards that will propel the organization

forward.

References:

Hall, D. J., & Saias, M. A. (1980). Strategy follows structure!. Strategic Management

Journal, 1(2), 149-163.

Dell Technologies. (2016). Q3 FY17 Performance Review. Retrieved from

http://investors.delltechnologies.com/phoenix.zhtml?c=254397&p=irol-

eventDetails&EventId=5243016

VMware. (2017). Retrieved from http://www.vmware.com/products.html

Forbes. (2015). How EMC Lines Up Against NetApp, HP, IBM, Hitachi In Storage Systems

Market. Retrieved from http://www.forbes.com/sites/greatspeculations/2015/01/02/how-emc-

lines-up-against-netapp-hp-ibm-hitachi-in-storage-systems-market/#75cbadb230d6

Dell EMC. (2017). Retrieved from

https://australia.emc.com/about/index.htm#globalnav=open

Chris Gallant. (2017). How long does it take for a merger to go through? Retrieved from

http://www.investopedia.com/ask/answers/08/merger-completion-time.asp