Post on 16-Apr-2017
Enterprise Approach towards
Cost Savings and Enterprise Agility
14th Architecture Community of Practice (ACoP) Forum
21 July 2016
Poon See Hong
pseehong@gmail.com
“The adventure of life is to learn. The beauty of life is to give.”
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Disclaimer
Views expressed in this presentation
are solely that of the speaker's and
shared in the spirit of knowledge
sharing. They DO NOT necessarily
represent MHA's or SPF's views
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Scope of Presentation
Our approach to Enterprise Architecture (EA)
Development and Management
EA Value Realisation - Architecture-driven
Business Process Management (BPM)
Initiatives
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Definitions of Enterprise Architecture “A Rose by any other name.........”
Enterprise architectures are like blueprints,
drawings or models
Enterprise architectures refer to an organised set
of elements with clear relationships to one another
which together form a whole defined by its finality
Enterprise architectures define the style and
method of design and construction that comprise the
elements of a system and define the purposes and
interrelationships of those elements
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Definitions of Enterprise Architecture We view EA as an Enterprise Approach for:
Ensuring Business-IT alignment
Managing the complexities of IT
Breaking the silo barriers
Moving up the maturity ladder
Supported by:
Pragmatic and disciplined execution at a measured
pace
A culture of openness and transparencies to instill
enterprise awareness UNCLASSIFIED
It’s a Fan!
It’s a Spear!
It’s a Snake!
It’s a Rope!
It’s a Wall!
It’s a Tree!
EA provides a “Big Picture” view of the different elements of a
business and how they are related, helping business and IT functions
to jointly understand, plan and successfully deliver change
Functionally Centric
“blind men saw the elephant”
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Vision Architect's Views
Plumbing Drawing Electrical Drawing Structural Drawing
Engineer's Views
Learning from the Building Industry
Getting Everyone on the Same Page UNCLASSIFIED
Multiple-level Architecture
Inventory
Management
Make
(Operations)
Goods
Receipt
Supply Chain Management
Town
Province
City
Country
Top Level
High Level
Mid Level
Low Level
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How do we build the Integrated
Enterprise Architecture? A way to understand enterprise complexity through
decomposition
A method of structuring the enterprise with
architectures at each level of decomposition
A common language to communicate and create a
shared understanding across and throughout the
enterprise
We have a committed leadership team, shared expectations and knowledgeable personnel to achieve success
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The Business Reference Model Structure
Line of Business (LOB) (e.g. Supply Chain
Management)
Business Function (e.g. Inventory Management)
Mission Area (e.g. Corporate Business
Mission Area)
A taxonomical structure that gives a cross-LOB view for aligning IT investments, identifying hand-offs and
connections, and facilitating architecture integration UNCLASSIFIED
OV-0
OV-0
OV-0
Business Architecture - Understanding
Complexity Through Decomposition
Manage Stock Transfer (Scenario)
Perform One Step / Two Steps Stock Transfer
(Process)
Perform Goods Receipt (Process Step)
BA is the highest and most dominant architecture, the central plexus and equivalent to the structural architecture for your dream home
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OV-5
OV-6
OV-6
Legend:
Line of Business
Level 1 Business
Function
The Business Architecture as starting point
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Legend:
Level 2 Business
Function
Level 3 Business
Function or known as
Business Scenario*
The Process Model of Supply Chain Management
* On average, each Business
Scenario consists of 5 to 10
Business Processes
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Legend:
Level 2 Business
Function
Level 3 Business
Function or known as
Business Scenario
The Process Model of Engineering & Maintenance Management
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The principle is that projects aim to improve the performance of business functions, and the improved performance of business functions results in the advancement of capabilities and achievement of strategic outcomes.
Project on a business function
Capabilities
Strategic Outcomes
To actualise the alignment between projects and strategic outcomes, the Balanced Score Card (BSC) capabilities in the organisation BSC strategy map will need to be developed.
Alignment to BSC and Outcomes Vision: Delivering User Centric Information Capabilities
The Business Map (OV-0)
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Information
Infrastructure
Business Area
Logistics
Business Area
Once the capabilities are established, we will support the business area leads to map and manage these internal processes, which are essentially end-to-end processes that integrate the Lines of Business (LOBs) to deliver common outcomes to the Training, People, Logistics System and Infrastructure capabilities.
The Value Chain of each capability can be used for analysis by Enterprise Architects to integrate LOBs.
The Value Chains would comprise business functions depicted in the OV-0
Cross LOB Integration Vision: Delivering User Centric Information Capabilities
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The Business Map (OV-0)
Information
Infrastructure
Business Area
Logistics
Business Area
EA: Enabling Business and IT Coherence
Business architecture
Process architecture OV-2
OV-3
OV-7
OV-0
OV-1
OV-5
OV-6
SV-1
SV-2
SV-6 TV-1
EA describes the current and future states of an enterprise
using a broad set of Operational, System and Technical Views
Technical
Facing
Business
Facing
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Needline
External Needline
Node
ActivityActivity
Node
ActivityActivity
Node
OrganizationOrganization
Process Area (Business
Function) 1.1
Process Area (Business
Function) 1.2
Process Area (Business
Function) 1.3
Process Area(Business
Function) 1.4
Policy name 1
Policy name 2
Policy name 3
Policy name 4
Policy name 1
Policy name 2
Department 1
Resources & Facilities
Department 2
Application system 1
Department 1
Department 2
Application system 1
Application system 2
Policy name 1
Policy name 2
Application system 1
Application system 2
System/ILS Mgr
Input 1
Input 2
Input 3
Output 1
Output 2
Output 3
Output 4
Output 5
Output 6Department 1
Department 1
OV- 2
EPC
OV- 1
BPMN
OV- 3 IOD IEDM
Role
OrganizationOrganization
Ty pe
Organization Organization
Role
OV- 4 OD
OperationalActiv ity
OperationalActiv ity
OperationalActiv ity
OperationalCapability
OperationalActiv ity
OV- 5
OV- 6
SV- 1
SV- 2
TV- 1
FT IDEF
EPC
BPMN ASD
AD ND
TT
Node Tree
OperationalActivity
Organization
Event
Event
Event
OperationalActivity
Event
InformationExchange
Requirement
Human RoleInformation
Element
AD
System
SystemType
SystemComponent
is of type
encompasses
System
Organization Organization
SystemInterface
CommunicationsSystem
CommunicationsLink
Network
Network
Organization
Pathway
Interface
Network type
OperationalActivityOrganization
Miss ion
Organization Type
Needline
Performance Parameter Set
OperationalCapability
System
Node
Node A1 Node A2Function Output Output Output Output Output Output Output Output Output Output
Fu
nctio
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OperationalActivity
InformationExchange
Requirement
InformationElement
OperationalActivity
Activity
Activity
Needline
InformationExchange
Requirement
InformationElement
InformationElement
Organization Output Output Output Output Output Output Output Output Output Output
Org
an
iza
tio
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Organization
Organization Organization Type
Organization Type
Needline
Needline
Node
NeedlineNode
System SystemInterfaceOrganizatio
n Type
Standard
System FunctionNode
SystemSystem
Node
System FunctionSystem Function
Needline
Interface
Node
Timed StandardsForecast
Standards ForecastProfile
Reference Model
ServiceService Area
SV- 7 KPI
System Function
Performance
Parameter Set
System
Interface Standard
SV- 6 UML IEDM
Data FlowInformation
Element
Interface
InformationExchange
Requirement
Interface Interface
OV- 0
Process Area
(Business
Function) 1.1
Process Area
(Business
Function) 1.2
Process Area
(Business
Function) 1.3
Process Area
(Business
Function) 1.4
Process Area
(Business
Function) 1.5
Department 1 Department 2Department 1 Department 2 Department 2
Simplified
EPC
Process Area
(Business
Function) 2.5
Process Area
(Business
Function) 3.5
Process Area
(Business
Function) 1.1
Process Area
(Business
Function) 1.2
Process Area
(Business
Function) 1.3
Process Area
(Business
Function) 1.4
Process Area
(Business
Function) 1.5
Enterprise
Process
Overview
Process Area
(Business
Function) 2.1
Process Area
(Business
Function) 2.2
Process Area
(Business
Function) 2.3
Process Area
(Business
Function) 2.4
Process Area
(Business
Function) 3.1
Process Area
(Business
Function) 3.2
Process Area
(Business
Function) 3.3
Process Area
(Business
Function) 3.4
Enterprise Process
(Line of Business)
4
Enterprise
Process
(Line of
Business) 1
Enterprise Process
(Line of Business)
2
Enterprise Process
(Line of Business)
3
Process Area
(Business
Function) 4.1
Process Area
(Business
Function) 4.2
Process Area
(Business
Function) 4.3
Process Area
(Business
Function) 4.4
Process Area
(Business
Function) 4.5
FT
Uses of EA Views to Answer Questions
The Business Map
High-Level Operational Concept Graphic
Operational Node
Connectivity Description
Operational Information
Exchange Matrix
Organizational Relationships Chart
Operational Activity Model
Operational Activity Sequence and
Timing Descriptions
System Interface
Description
System Communications
Description
Systems Data Exchange Matrix
Systems Performance Parameters Matrix
Technical Standards Profile
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Analysis
Integration
Visualisation
EA’s Focus
EA elevates the level of analysis and insight of business operating
models. To be a true professional, You Have to Use The EA Tools UNCLASSIFIED
Paint Car Car Needs
Painting
(Input)
Painted Car
(Output)
Context Diagram (From the Viewpoint of the Car Owner)
Integrated Definition (IDEF) Control
Mechanism
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Paint Car
Spouse’s
Input
Car Needs
Painting
Vendor
(Car Painter)
Painted Car
Context Diagram (From the Viewpoint of the Car Owner)
Budget
Constraints
Time Limitations
Painting
Facility
Painting
Specs
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• Value people – Power of Leverage
• Communicated – Be Understood
• Keep it simple
• Embrace change: Keep up the Fire!
• Choose the right solution for the enterprise
• Delivery quality
• Model and document in an agile fashion
Principles of Agile Architecture
Building the Plane as it Flies
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• To understand how operations function, organisations have to model the who, what and how of their business processes – Who : Know the role-players and users
• Deliver value
• Listen to the business, hear what they truly want
– What : Define the end-to-end business processes
• Ensure they get used and re-used
– How : Get organised
• Stay relevant
• Adopt industry best practices
• Embedding new behaviours is crucial to implementing EA
Sustaining – An Attitude of Mind
EA brings together information, ideas and technologies and
makes them go where you want UNCLASSIFIED
• Success in IT is all about people – Good people + optimal process = success
– Good process + poor people = failure
• EA = Optimisation of business processes – It's not just about automation nor just an IT system
• Encourage, empower and motivate
• Inspire and give space to your people!
What do we believe?
Nevertheless, robust Business Process Governance is key!
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Becoming a Trusted Partner will need
some New Behaviours
Central EA
Function
Projects,
Business Units/
LOBs
Engagement in Advance,
Time for Dialogue with HQ
Time for Dialogue
& Contracting
with Projects &
Business Units
Develop Solutions
Together, Commitment
Demonstration of Benefits to
Business: Time for Pilot
Experience Collaboration
as Adding Value Focus on new Business
Opportunities, not just
Transformation
EA Input on
Strategy Valued
Making Everyone Matter! We should be walking the EA journey with
the Business Stakeholders and we must not Drive People off The Road
EA seen as a
Business Partner
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EA Value Realisation –
Architecture-driven Business Process
Management (BPM) Initiatives
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Useful models take you just
beyond the horizon … but
not further
What if the model actually become reality?
What if the model and the real thing are
directly connected together?
What if what you model is what you run?
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• Process Performance Manager
• Central Process Scheduling
• Root Cause Analysis
• ARIS Business Architect
• ARIS Business Publisher
• ARIS Business Simulator
• SAP Solution Manager
- Business Blueprint
- Change Management
- Business Process Change
Analyzer
- Test Workbench
Test Automation (HP QC & TAO)
Business-to-
Model
EA
MDA Business-IT
Integration Oversight
E2B ARIS/SAP Tools
Model-to-
Execution Execution-to-
Business
An Overview of the MDA Approach to
Business-IT Integration
Moving Up The Maturity Ladder
Foresight
B2M ARIS Business
Architect
Insight
M2E SAP Solution
Manager
What is Modelled = What is Built = What is Used
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Business BPM Technical BPM
Insight
M2E
Oversight
E2B
SAP
BPM Lifecycle – The Big Picture Foresight
B2M
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Let your creative juices flow,
get passionate,
resist the urge to do only the minimum
– specifically:
A Challenge:
If you learn only methods you will be tied to
your methods, if you learn the principles,
you can create your own methods!
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