Embed Size (px)
DESCRIPTION
The Open Group Architecture Framework (TOGAF) is a structured method for developing enterprise architectures. As standard, its 'Phase B', 'Business Architecture', is an IT-centric way of viewing the business: we need to 'unpack' it to move to a more holistic view of the enterprise in which IT takes a more realistic role. [Presentation at TOGAF Conference, Paris, April 2007. Describes TOGAF 8.1, but most details apply as much to TOGAF 9. Copyright (c) Tetradian Consulting 2007]
Citation preview
1
the futures of business Unpacking TOGAF’s ‘Phase B’Business Transformation, Business Architecture and Business Buy-In
Tom Graves : Tetradian ConsultingEurope: Colchester, England / Australia: Castlemaine, Victoriahttp://www.tetradian.com
TOGAF Paris, April 2007© 2007 Tetradian Consulting
the futures of business
2
• The objective– getting buy-in from the business with TOGAF
• The problem– TOGAF feels too IT-focussed for most business-folk– it doesn’t connect enough with their world
• Finding what works– re-focus on TOGAF’s ‘Phase B’ – ‘B for business’– Functional Business Model and other extensions
• Extending the architecture– reserve TOGAF for IT-centric parts of architecture– rethink the architecture for whole-of-enterprise
Unpacking ‘Phase B’
3
the futures of business
The objectivegaining business buy-in with
TOGAF
the futures of business
4
Bredemeyer on enterprise-architecture“Increasing the scope of Enterprise Architecture to encompass more disciplines increases the benefits to be gained:”*
• EA = Technical Architecture– reduce IT complexity and costs [initial TOGAF]
• EA = Enterprise-Wide IT Architecture (EWITA)– support IT collaboration among different parts of
the enterprise [TOGAF Phase C and D]• EA = EWITA + Business Architecture (BA)
– increase enterprise agility and alignment with business strategy [TOGAF Enterprise]
* Bredemeyer et al., “Enterprise Architecture as Business Capabilities Architecture”, http://www.bredemeyer.com, slide 10
the futures of business
5
Business need for enterprise-architecture
Business now needs a new level of architecture maturity for business-transformation:
• EA = integration across entire enterprise– increase adaptability, resilience, management of
opportunity / risk– increase synergies between processes and partners
...but here TOGAF starts to show its limitations – its great strength in IT-architecture can become a hindrance to business integration
6
the futures of business
The problemTOGAF feels too IT-focussed
for most business-folk
the futures of business
7
Architecture Design Method– iterative, recursive– requirements at the centre– strategy, governance, migration
and change-management
TOGAF ADM in theory...
Four architectures– business architecture (Phase B)– data architecture (Phase C1)– application architecture (Phase C2)– technology architecture (Phase D)
‘A well-balanced diet’– keeps the business happy
the futures of business
8
...TOGAF ADM in practice?
...and we get so tech-heavy that business don’t love us no more...
Business Architecture
Data Architecture
Application Architecture
Technology Architecture
If we aren’t careful, Ol’ Papa TOGAF gets us back into bad IT habits - like coffee, soda, nachos and pizzas...
Business Architecture (8 steps)
Data Architecture (8 steps)
Application Architecture (9 steps)
Technology Architecture (50 steps)
the futures of business
9
...and everything else of decreasing importance the further away it is from that centre...
IT-centric architecture: too parochial?
Like the old New Yorker cover,
an IT-centric ‘enterprise-architecture’ tends to see its world as flat, with low-level technology at the centre of it all...
...which is not what business wants or needs from us
the futures of business
10
FEAF – the hidden dimensions
“Other Fixed Assets”(machines,machine-processes, vehicles etc)
“Human Capital”(people, manual
processes etc)
“Technology” (Information Technology only, incorporating data and
applications)
Business-architectu
re layers
FEAF PRM (Performance Reference Model)
the futures of business
11
TOGAF and the hidden dimensions
TOGAF’s ‘Business Architecture’ barely touches those hidden dimensions– no acknowledgement of people as people, no recognition of physical ‘things’– also no awareness of non-IT-based knowledge
entire enterprise
Business
Data
Applications
Technology
“Human Capital”
“OtherFixed
Assets”enterprise
architecture
dataarchitecture
applicationarchitecture
technologyarchitecture
businessarchitecture
the futures of business
12
Why we need to unpack Phase B
The ADM’s over-emphasis on technology becomes unacceptable at this stage– almost three times as much emphasis as on applications and data– more than six times as much as the rest of the business together
Information Systems
entire enterprise
Business Architecture(including Human Capital, Other Fixed Assets and Non-IT-based knowledge)
Phase B(8 steps)
Data Architecture
andApplicationsArchitecture
Phase C(17 steps)
TechnologyArchitecture
Phase D(50 steps)
“Human Capital”
“OtherFixed
Assets”
Non-IT-based
knowledge
the futures of business
13
Beyond an IT-centric architecture
Instead of enterprise-IT-architecture,
...and must be willing to explore and map any aspect of the broader enterprise, to create a greater understanding of that whole.
an integrated, business-oriented enterprise-architecture needs to see its ‘world’ as a whole, like a globe, with no real centre as such...
14
the futures of business
Finding what worksExtend the Architecture Design Method
(creating a broader view of business-architecture)
the futures of business
15
Extending the business-architectureSome examples of ideas and tools proven to
work well• Mapping business-functions
– adapted from extensions of FEAF– Functional Business Model, Costs Model, Business
Systems Model, Information Model
• Mapping motivation– adapted from OMG Business Motivation Model– vision, role, mission, goal – and SCORE
• An emphasis on effectiveness– efficient, reliable, elegant, appropriate, integrated
• Making architecture tangible– a ‘home-brew’ tactic to engage business
16
the futures of business
Finding what worksA focus on function
(Functional Business Model and the like)
the futures of business
17
FEAF-style reference models
• Functional Business Model– what is done, independent of organisation
structure
• Business Systems Model– ‘clustering’ of activities and information
• Information Systems Model– ‘chunking’ of applications and repositories
• other technical-layer models– Information Model, Technical Model, Services
Model, etcetera
...with an emphasis on business-function
the futures of business
18
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
the futures of business
19
Functional Business Model
Shows level-1 ‘Function’, level-2 ‘Process’, level-3 ‘Activity’(level-4 ‘Tasks’ listed in text form only)
Customer
OutboundInbound
Support
Transport
Process
Check and prepare vehicle
Road Transport Operations
Drop Off Orders & empty containers
Handle vehicle incidents (breakdowns,
re-fuel, etc.)
Capture transport run events
Drive transport vehicle between locations
Pick Up Orders & empty containers
Complete preparation of orders into consignments
Commence carrier service
Carrier staff verify consignment details & hand
over consignment to contractor
Lodge consignments with carrier
Verify / accept consignment
Visit "trans-ship" port
Complete carrier service
Receive & verify consignments
Handle consignment exceptions
Separate and store containers etc. in preparation
for transport to facility
Domestic Carrier Transport Operations
Planning & Monitoring of Carrier Services
Determine required lodgement &
handover times
Receive new/ updated schedules
from carriers
Develop & maintain carrier lodgement
schedules
Monitor carrier services & provide corrective action
Assess disputed/late consignments
Transport Facility Management
Time and Attendance
Monitoring & Control
Review Facility Performance & implement
improvements
Planning & Scheduling
Staffing & Rostering
Manage
Stream orders into production
batches
Manage batch containers prior
to pick up
Consolidate Orders
Create & Maintain Facility NCR-Code
Plans
Estimate Production Volumes
Plan & Schedule Production Operations
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
the futures of business
20
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?
the futures of business
21
Business Systems Model
• Identifies ‘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
the futures of business
22
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 OrderReceive 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’
the futures of business
23
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
the futures of business
24
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
the futures of business
25
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 events
Productionevents
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
26
the futures of business
Finding what worksPurpose-driven architecture
(vision, role, mission, goal,and an emphasis on effectiveness)
the futures of business
27
Business-driven architecture
The anchor for a business-architecture, and for any quality-system, is business vision and business purpose
• Clarity on business purpose– importance of an emotive ‘vision’ to support motivation– provides point of contact with customers, partners,
suppliers, other stakeholders
• Need for audit-trail of purpose for all activities– suggested structure of vision / role / mission / goal
• Purpose is dynamic– systematic foresight tools to track strategic ‘weak signals’
More information: http://tetradian.com/vrmg
the futures of business
28
Purpose - vision, role, mission, goal Vision
– never ‘achieved’, always larger than the organisation
EndsMeans
activity
Goal
Mission
Role
Vision Role
– what the organisation does and does not do towards the Vision
Mission– condition or capability to
be created and maintained
Goal– time-limited, identifiable
conditionUse SWOT or SCORE checklist to assess and validate strategy
the futures of business
29
The dimensions of SCORE
• Strengths / services / support– existing capabilities and resources, potential for
synergies
• Challenges / capabilities needed– ‘weaknesses’ indicate needed capabilities and resources
• Options / opportunities and risks– opportunity is also risk, risk is also opportunity
• Responses / returns / rewards– probable or emergent consequences of action or inaction
• Effectiveness– efficient, reliable, elegant, appropriate, integrated
all linked together as a unified whole
the futures of business
30
efficient reliable
elegant appropriateintegrated
• Assess impact of each item on effectiveness
strength challenge
option response
effectiveness
• Start checklist anywhere– often start with Strengths, or
Options, but not required
Methodology - Using SCORE
• Select an issue
• Work through the list– repeat/iterate in any order
• Identify, record, compareany measurable items– new capabilities, etc– compare against previous SCORE
assessmentsMore information: http://tetradian.com/score
the futures of business
31
An emphasis on effectiveness• Is it Efficient?
– maximises use of resources, minimises wastage of resources
• Is it Reliable?– predictable, consistent, self-correcting, supports ‘single
source of truth’
• Is it Elegant?– clarity, simplicity, consistency, self-adjusting for human
factors
• Is it Appropriate?– supports and maximises support for business purpose
• Is it Integrated?– creates, supports and maximises synergy across all
systems
Aim is to ensure systems fit in with everything elseMore information: http://tetradian.com/score
32
the futures of business
Finding what worksMaking architecture tangible
(four dimensions and a tetradian)
the futures of business
33
Making architecture tangibleFour dimensions to the structure of the enterprise:
• Business-direction dimension (purpose)– Business drivers/goals, strategy/tactics, performance,
etc
• People dimension (relationships)– skill-sets, teamwork, social networks, rostering, etc
• Knowledge dimension (conversations)– information-technology, tacit knowledge, business
meaning
• Physical dimension (transactions)– machinery, warehousing/stock, logistics, lead-times, etc
and the integration of these into a coherent whole
the futures of business
34
With a simple cardboard ‘tetradian’, the dimensions are tangible...
…rotating between different views…
…for a fifth dimension, a sense of the whole…
...IT Architecture and Business Architecture, together, and
more...
…the architecture seen and felt from every direction.
Map dimensions in tetrahedral form
More information: http://tetradian.com/name
the futures of business
35
Typically, each area sees up to three dimensions at one time:
• an Operations area sees only People, Machines, IT/Knowledge (as on right)
• an IT area sees only IT/Knowledge, Machines and Business
• an HR area sees only People, Business, perhaps IT/Knowledge
The business system is comprised of all four dimensions, always; the architecture must model this whole, as a whole.
Each view is a subset of the whole
36
the futures of business Extending the architectureExtending the ADM concept
beyond IT
the futures of business
37
‘Flatten out’ tetradian format to 5Ps
• Business dimension– map as Purpose,
Direction
• Relational dimension– map as People
• Knowledge dimension– map as Preparation,
Knowledge
• Physical dimension– map as Process, Tasks
• Integration between dimensions– map as Performance,
Metrics
Purpose(Direction)
Performance(Metrics)
Process(Tasks)
Preparation(Knowledge)
People
Underscored letter in dimension-name is key-code in SEMPER-5 model – see next slide
the futures of business
38
Purpose(Direction)
Performance(Metrics)
Process(Tasks)
Preparation(Knowledge)
People
Full 5Ps framework (SEMPER-5)• Place requirements
at the centre– as per TOGAF ADM
• Identify architecture artefacts– distinct for each
dimension• View each
dimension from effectiveness perspectives– efficient, reliable,
elegant, appropriate, integrated
requirements
metrics / maturity
day-to-day tasks
models / plans
skill-sets / relations
governance / direction
Purpose(Direction)
DN DR
DE
DL
DA
Performance(Metrics)
MN MR
ME
ML
MA Process(Tasks)
TN TR
TE
TL
TA
Preparation(Knowledge)
KN KR
KE
KL
KA
People
PN PR
PE
PL
PA
requirements
Purpose(Direction)
Performance(Metrics)
Process(Tasks)
Preparation(Knowledge)
People
requirements
metrics / maturity
day-to-day tasks
models / plans
skill-sets / relations
governance / direction
Purpose(Direction)
Performance(Metrics)
Process(Tasks)
Preparation(Knowledge)
People
the futures of business
39
A documented methodology
• A complete high-level methodology– for each dimension...
• purpose, people, preparation, process, performance
– for each view, from each effectiveness-perspective...• efficient, reliable, elegant, appropriate, integrated
– describe principles, practice and broader applications• procedure: purpose, people, preparation, process, performance
• Use as an adjunct to ADM’s Phase A and B• Documented in book form
– “Real Enterprise-Architecture: beyond IT to the whole enterprise”
– free download from the Tetradian website• http://tetradian.com/download/real-ea_v1.pdf
the futures of business
40
Summary• Existing frameworks and tools such as TOGAF are
excellent for an IT-centric ‘enterprise-architecture’
• Those frameworks and tools are not well-suited at present for use beyond that scope
• An integrated approach to enterprise-architecture is essential for further synergies across organisations
• The ‘four dimensions’ model provides a simple starter-framework for an integrated architecture
• The 5Ps methodology (SEMPER-5) provides detailed ideas on how to apply this in architecture practice
Many thanks!
