Structure & Culture Concepts

Break into Groups

Summarize the Lecture along the lines of:

1. What concepts were presented?2. Why these concepts were presented?

3. How can the concepts to used in EA work?

Tutorial Agenda

Deeper Understanding of1. EA as a Complex System Model2. Defining Structure3. Types of organisation structures4. Definingculture5. Interplay between structure & culture6. Clarifying the difference between Organisation & Enterprise 7. EA Toolkits

• EA standards• EA Management processes• EA Models• EA in Corporate Governance

8. Tutorial Questions9. Case Study

Why is EA a Complex System?

Source: Richard Zippel, http://www.cs.cornell.edu/rz/ISAT/7March97/ppframe.htm

Can’t predict system

behaviour

Why is EA a Complex System?

Non LinearBusiness System Components

Non LinearICT System

Components

EAConcepts &

TheoriesConcepts &

Theories

Behaviours& Practices

Behaviours& Practices

Explore 2 EA Components today

ExampleCloud not suited to ANZ Bank: WeatherstonChief information officer, Anne Weatherston, says it will be five years before Cloud is mature enough for the financial sector http://www.cio.com.au/article/403267/cloud_suited_anz_bank_weatherston/

Example:

Part of ANZ Bank’s Org Structure

Defining Structure

..... and there are others not mentioned

Definitionsfrom

Definition from the Leavitt Diamond Model (1965)

Technology Process

Structure

People

Chain of Command Configuration

Leadership & Culture

Business Activities & Inform

ation FlowsO

pen

Syst

em S

ocia

l Tec

hnic

al U

seab

ility

Any changes in one will affect the Other

Why is EA Complex?

Types of Organisation StructuresBottom Up Top Down

NetworkCollaborative

What is Culture ?

Family, education, belief & expectation systems, experiences..... People attitudes in different situations

Shape behaviours at home/work/etc Situation Outcomes

COMMUNICATIONSTYLES

STRATEGY THINKING

STYLES

LEADERSHIP STYLES

MANAGEMENT STYLES

PROBLEM

SOLVING STYLES

Understanding the Interplays of Culture & Structure

Structure & Culture InterplayBottom Up Top Down

BehavioursInstructional directives

Exclusive Decision Making

You tell we doYou don’t tell, we don’t do

BehavioursConsensus Agreed Directives

Grass Roots Influenced Decision Making

We tell we do

Structure & Culture Interplay

BehavioursTop Down/Bottom Up (Competence Based) Directives

Exclusive/Inclusive (Competence Based) Decision Making

You tell we doYou don’t tell, we don’t do

We tell we doDo it / Can Do

AND we all support One or AllAdaptive = Agile Capacity

NetworkCollaborative

Strategy & Leadership Interplay

STRUCTURE

CULTUREEnables(Efficacy

of chain of command execution

Makes or Breaks

influences

Makes or Breaks

(Efficacy of chain of command execution)

enabled by

Influences

Influenced by

When organisation culture is operational

STRUCTURE

CULTURE

influences

Makes or Breaks

Influences

Influenced by

What happens?Becomes operationally

tactical

Enables(Efficacy

of chain of command execution

(Efficacy of chain of command execution)

enabled by

Structure & Culture InterplayPresent EA contexts based on Culture of Organisation

And who presenters report to (structure)

Organisation Vs Enterprise

EnterpriseOperating ViewsOperating ViewsOperating Views

Operating Viewwithin & across BUs, locations, functions, etc

Is

Organisation

Has

It’s a matter of personal contextual interpretationBernard’s contexts

EA Toolkits

• Standards• EA management Processes• EA Models• EA in Corporate Governance

EA Standards

Process Standards Modelling Standards

Methods Spec-Formats

Proprietary or Community Shared StandardsEg Zackman EA, TOGAF, etc

At Different EA PerspectivesDigitalised as ICT enabled EA modelling Tools eg IBM’s Rational Rose, MS Visio

EA Management Program Processes

BUT What do the Actual Architecture Models Look Like?

Example: The Open Group Architecture Framework Standard (TOGAF)

EA Processes

EA Models

What to They Look Like?

Visual SpecsText Specs

Multimedia Specs

Documentation of EA Models

What to They Look Like?

UML Notations

Rich Pictures

EA Models

What to They Look Like?

UML NotationsRich Pictures

EA

EA in Corporate Governance

EA as Part of Corporate Governance Framework

EA Culture fostered by:• Corporate Governance Roles &

responsibilities + performance appraisal• Training & career paths

Corporate Governance (CG) 101Where CG applies?

What is Involved in CG work?

7) Tutorial Tasks

Break into Groups and Develop and Present Answers to

Allocated Q

1. Why is it important to understand the “people side” of EA? 2. Compare and contrast an organisation and an enterprise. 3. What are some of the academic fields that influence the field of EA?

4. Describe the purpose of each level of the Parson/Thompson Model. 5. How is the Organisation Network Model different from the Parsons/Thompson Model of organisations?

6. Who are stakeholders in the EA program and associated activities and might they want to resist the EA program and associated activities? 7. What are four ways to manage change with stakeholders?

8. Select a large or mid-size enterprise from business or government and describe the following:

a. What structural and cultural aspects should be captured by EA? b. Who are the potential stakeholders in an EA program? c. What strategies for gaining stakeholder buy-in could be used? d. Relate Strategies for managing change to various stakeholders.

Case Study

Break up into Groups(1) Conceptualise the key conversations

(2) What is

Q8 Do you agree with the need for an EA program in the case study?

Kate Jarvis (COO)

Sales & Inventory Tracking System(SITS) – ~2 years RoI, $3mio++

Integrate info across• Sales• Inventory• Production

Cost Accounting ModuleWELLCO ERP System18 months RoI, <$600K

Sam Young(CIO)

Jim Gorman(CFO)

Capacity to compete with competitorMitigate production inefficiency

Improve cost management

Decision Options: Buy 1, Buy 2?

Rob Danforth(CEO)

Gerald Montes(Chief Council)

LAST WEEKSCENE 1

What’s this week Conversation About?

Split into groupsUse Visual Graphics to Summarize

Lily Jefferson

System Analyst

VinceThe Albright

Architect

Sales & ProductionDepartment

FinanceDepartment

Analyse Kate & Jim’s System Requirements

Infer DMC’s Strategic GoalsEg New Custom Order Line of

Business for Next Year

What is the value in terms of cost savings & scalability of

solution?

EA will align each current & future departments,

increase cost savings into the future, BUT will cost

additionally $121,600 & 2 months ......

1What is DMC

organisation culture?

3 Discuss the merits and limitations of the CIO’s (Sam) EA Plan for Financial and Production Segments?

2Can you describe

DMC organisation structure?