1 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 3 w w w . r e a l i r m . c o m LEADING ENTERPRISE ARCHITECTURE VALUE ™

3 quick routes to business benefit

RT @EMMM @HealthStandards

//tinyurl.com/nzms9bp

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Organisations invest thousands on efforts to document aspects of the architecture, from the business process through the technology services - yet many do not consider the benefits of collaboration or the value of existing investments in their architecture.

This presentation will talk to the benefits that are being achieved in healthcare and mining with the creation and use of standards for these industries, providing background on the process that was followed and the drivers that sparked the collaboration.

The two areas are very different but also similar in many aspects - the mining collaboration is a global focus via The Open Group and the healthcare collaboration is geographic and specific. The presentation will provide the audience with a view of these approaches, how they are showing value for the organisations involved and how we can learn from their application in our own environment.

Synopsis

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Agenda

Individual efforts

Collaboration

• Geography, sector specific

• Industry focused

Business value & action

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3 quick routes to business benefit RT @EMMMv

@HealthcareStandards //tinyurl.com/nzms9bp

Social Media

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3 quick routes to business benefit RT @EMMM

@HealthcareStandards //tinyurl.com/nzms9bp

Social Media

Quick ! don’t talk to me about quick – nothing happens quickly in business.

And why 3 routes?

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Investment

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And Healthcare Norway has embarked on this exercise

with gusto…

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Considering the value of

collaboration – Norway example

Public Healthcare is organised geographically

1 central government department (the directorate)

4 regional healthcare enterprises

450+ municipalities (primary healthcare) with 3000+ GP offices

50+ hospitals (secondary healthcare)

Governing and decision making within each geographic region

Own resources

Right to decide

Norge = 385 000km²

SA =1,2mil km²

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• Defining a common definition of the metrics to be used to measure performance

• Defining the basis for the existence of application in the organisation

• Defining the common definition of our business including the business areas with specific capabilities and processes

• Defining the common language (definition) regarding the information required, managed and reported on

Information model

Business model

Performance model

Application model

Collaboration around a standard framework

To educate on what the organisation does, how and where we do it and why

To support standardization across programmes/ projects and organisations

To support a common/ balanced view of applying our resources and effort within the sector in Norway

To better utilise our data through understanding scope, context and positioning

To improve communication; focusing the conversation

To define scope and context; for scoping, planning and aligning

To create clear roles and responsibilities

To allow for the comparison of things across regions and organisations

To align objectives of the various divisions of the organisation (IT, Business)

To focus our resources on areas of differentiation

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Fair and equitable health services to all who need it, when they need

it, regardless of age, place of residence, ethnicity, gender and

economic situation

Business Drivers and Value

The context that will enable the sector to deliver on this promise…

- Alignment

- Common language, common view

- Business interoperability

- Communication mechanism

- Learning

i.e. citizen-centric

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Background & Process followed with this

collaboration

Health South-east (HSØ) embarks on process reference model drive

HSØ involves other regions, stakeholders, transfers owership

The Ref Model (HRF) goes national

The HRF goes global.. (the vision…)

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Need to action your own context efforts?

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Broad-based collaboration – industry focus

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Establishment of Standards for an industry under the auspices on The Open Group ( a standards organisation)

Following in the footsteps of industry best practices

Focused on industry drivers: Improved Performance and Operational Effectiveness

Information Resource Management

Business and Solution Complexity

Skilled Workforce

Regulatory and Reporting Requirements

Business Drivers and Value

The context that will support the sector to utilise information resources

effectively, adhere to regulatory requirements and improve overall

effectiveness…

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A Reference Framework for Exploration and Mining

Business Process

• Common definition for business process, operating model

Business Capability

• Business capability required for Exploration & mining

Information

• Defining the information/ data the enterprise needs to keep

Application

• Business Process

• Common definition application capability

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Strategic

Tactical

Operational / Mine Site

P

M

C

Green Fields

Brown Fields

Establish

R

Enterprise Support

Exploit Beneficiate Sell RehabilitateDiscover

Prospect/ Explore

Examine Production

Options

Acquire

Develop Business Plan

Assess Mineral Resource

Id Area of Interest

Acquire Prospecting Rights

Execute Sampling Process

Cleanse Data

Produce Structural Analysis

Produce Grade Analysis

Produce Mining Layout Analysis

Produce Engineering

Infrastructure Analysis

Produce Beneficiation Analysis

Consider Economic Options/

Variables

Produce Costing model

Examine Financial Alternatives

Compile Business Analysis

Confirm Acquisition Scope

Secure rights

Re

po

rtC

on

tro

lM

ea

su

reP

lan

Re

po

rtC

on

tro

lM

ea

su

reP

lan

Manage Enterprise Strategy

Manage Finances Manage Information Technology

Manage Human Resources

Manage Assets Manage Risk

Handle Product

Store Product

Classify Product

Blend Product

Package Product

Refine Material

Smelt Material

Refine Material

Treat Material

Prepare Material

Concentrate Material

Engage Customer

Follow up Leads

Manage Customer Relationship

Handle Order

Take Order

Bill and Collect

Ship and Distribute

Manage Demand

Process Financial

Transaction

Capture Data

Handle Material

Classify Material

Blend Material

Store Material

Initiate Rehabilitation

Prepare Rehabilitation Proposal

Obtain Approvals for

Rehabilitation

Execute Rehabilitation

Obtain Stakeholder Acceptance

Implement Costed Plan

Initiate Establishment

Approve the project

Finance the project

Resource the project

Commission

Run Pilot Operation

Handover to Operations

Remove Rock

Classify Rock

Move Rock

Stockpile Ore or Waste

Break Rock

Create Access

Mine Ore Body

Extend Infrastructure

Manage Corporate Affairs

Manage MaterialManage Health, Safety and Environment

Design Rehabilitation

Collect Rehabilitation Design

Criteria

Produce Final Rehabilitation

Designs

Deliver Costed Plan

Manage Logistics

Construct

Develop Operational Capability

Build Mineral Extraction

Capability

Build Facilities

Deploy Utilities

Build Beneficiation Capability

Engineering Design

Collect Engineering Design

Criteria

Produce Conceptual

Engineering Designs

Select Final Engineering

Designs

Plan Distribution

Ship Order

Review & Approve Transaction

Support Product

Marketing

Define Market Strategy and

Policy

Articulate Product Portfolio

Prepare Communications and

Promotion

Underground

Hard Soft

Tabular Coal

Massive Solution

Other

Surface

Hard Soft

Open Pit Open Pit

Glory Hole Placer

Exploration and Mining Business Process Reference Model

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Information Reference Model

Business Capability reference model

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Apply to our own?

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Conclusion

“Internal” collaboration, leveraging off existing efforts in the organisation.

• Investment in aspects of the architecture of the enterprise

Broad-base collaboration (possibly global) driven by standards efforts

• Usually industry focus

Participate in established collaboration efforts – look for them, they are

out there

3 quick routes to business benefit

RT @EMMM @HealthStandards

//tinyurl.com/nzms9bp

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sarina.viljoen@realirm.com

Realirm.com

http://za.linkedin.com/in/sarina

Questions?