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Transcript of 1 Vision & Leadership: “Vision without execution equals hallucination.” Noel Tichy, University...
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Vision & Leadership:
“Vision without execution equals hallucination.” Noel Tichy, University of Michigan Business School, August 2003
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Data(What)
Function(How)
Network(Where)
People(Who)
Time(When)
Motivation (Why)
Objectives/Scope
List of things important to the enterprise
List of processes the enterprise performs
List of locations where the enterprise operates
List of organizational units
List of business events/cycles
List of business goals/strategies
Conceptual
(Owners’ View)
Entity relationship diagram
Business process model
Logistics network
Organization chart with roles, skill sets, security issues
Business master schedule
Business rules
Logical
(Architect’s View)
Data model Essential data flow diagram; application architecture
Distributed system architecture
Human interaction architecture (roles, data, access), security requirements
Dependency diagram, entity life history (process structure)
Business rule model
Physical
(Designer’s View)
Data architecture (tables and columns); map to legacy data
System design
System architecture (hardware, software types)
User interface (how the system will behave), security design
“control flow” diagram
Business rule design
Build & Implement(Programmer’s View)
Data design, physical storage design
Detailed Program Design
Network Architecture
Screens, security architecture (who can see what?)
Timing definitions
Rule specification in program logic
Functioning System
Converted data Executable programs
Communications facilities
Trained people, using the system
Business events
Enforced rules
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BJA Diagram
Source: Adapted from The challenge of crime in a free society. President’s Commission on Law Enforcement and Administration of Justice, 1967. This revision, a result of the Symposium on the 30th Anniversary of the President’s Commission, was prepared by the Bureau of Justice Statistics in 1997.
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What Is a Process Map?
A visualization of how work is getting doneHow is it different from a flow chart?“Is” and “Should” process maps
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Why Process Mapping?
Facilitate communicationIdentify internal and external customersIdentify current disconnects and inefficienciesEach process step and “hand-off” is a potential for error, misunderstanding, waste!Develop measures (“milestones”)Identify and prioritize improvementsJob aidTraining
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The Big Picture
A process does not occur in isolationA system and its subsystemsSystems thinking: Improving the performance systemCounty government: Intra- and inter-agency processes
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Kalamazoo Process Map
Source: Kalamazoo Criminal Justice Council, 2002 Felony Case Systemwide Process Map accessed 5/26/03 at:http://www.kcjc.org/projects/mapping/maps.html
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What is Integration?
“The ability to access and share critical information at key decision points throughout the justice enterprise.”
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Integration Principles
Data should be captured at the originating point, rather that trying to reconstruct it down line
Data should be captured once and used many times
The integrated system should be driven by the operational systems of participating agencies
Justice agencies should retain the right to design, operate and maintain systems to meet their own operational requirements
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Integration Principles
Integration will build on current infrastructure
Security and privacy will be priorities in development of integration capabilities
Establishing and confirming the positive identity of the subject is crucial
Opportunity to analyze and reengineer justice business processes
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Integration Outcomes
Ability to exchange info based on locally defined rules
Minimize redundant data entry
Provide event notification
Provide data access control
Reduce paper transfers
Maximize data integrity
Ensure appropriate privacy and security
Expedite Inter-agency data transfer
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Advocating your Vision: Creating Buy-In
In the end, your vision is only as your commitment to the execution of it. Governing Magazine, August 2000
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SEARCH Governance Model
Executive CommitteeChief, Sheriff, Command Staff
Creates the VisionRemoves Obstacles
Operational Committee“Business Experts”
Develops Operational Requirements
Technical CommitteeTechnical Staff
Makes Operational Requirements WorkAssesses Existing and Proposed Tech Solutions
Project ManagerOversees Entire Project
Ad Hoc Committee Ad Hoc Committee Ad Hoc Committee
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Arch Triangle
NASCIO: Enterprise Architecture Framework
Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 16. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm
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NASCIO Framework Topology
Architecture Blueprint
Business
Architecture Framework
Architecture Governance Framework
Architecture Governance Framework Business Architecture Framework Technology Architecture FrameworkArchitecture Blueprint
influences
influences
Technology
Architecture Framework
Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 31-32. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm
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Governance Role
Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 31. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm
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Architecture Governance Primary RolesRole Type Significance Time Combined
With
Overseer Committee Helpful Part-Time
Champion Individual Critical Part-Time Advisor/ Manager
Manager Individual Critical Full-Time Champion/ Communicator
Documenter Committee Critical Part-Time SME, Suppt, Projt Team
Communicator
Individual Critical Part-Time Reviewer/ Manager
Advisor Either Necessary Part-Time Champion/ Reviewer
Reviewer Committee Critical Part-Time Communicator/ SME, Suppt, Proj Team
Audience Either Necessary Part-TimeSource: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 33. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm
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Planning Model
Perceive NeedPerceive Need
Bring Key Stakeholders Together
Bring Key Stakeholders Together
Develop Governance StructureDevelop Governance Structure
Develop Decision-Making Process
Develop Decision-Making Process
Develop Goals
Determine Project Scope
Complete Needs Assessment
Create Information System
Assess Costs and Secure Funding
Implement SystemImplement System
Inform & Educate Community
Inform & Educate Community
Evaluate & Maintain SystemEvaluate & Maintain System
INFORMATIONINFORMATION INTEGRATIONINTEGRATION
PLANNINGPLANNING MODELMODEL
Influence of Critical Issues Project Management Vendor Issues Business Process Reengineering Privacy Requirements Funding Acquisition Strategies Security Requirements Basic Technology Design Data Integrity
Acquisition Management
Conversion Planning
1 32
4
78
65
9 1110
$
$
$
$
$
Funding on hand required; external payables likely.
Source: IACP. Toward Improved Criminal Justice Information Sharing: An Information Integration Planning model. 2000.
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Arkansas State
Arkansas State Architecture Governance Model
Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P.47. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm
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Kansas State
Kansas State Architecture Governance Model
Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P.49. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm
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Virginia Beach
Virginia Beach Architecture Governance Model
Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 59. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm