business driven integrated enterprise architecture

8/3/2019 Business Driven Integrated Enterprise Architecture

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Achieving Competitive Advantage & Success T

Maintaining Global Standards while allowing for Local Differences.

- SB; 2003

Copyright Boettger 1999 to present (except as noted)

The Dark Matter (Void) of Business Driven Integrated Ente

Courtesy: HubbleImages
http://www.gtra.org/blogs/skip-boettger/business-driven-integrated-enterprise-architecturehttp://www.gtra.org/blogs/skip-boettger/business-driven-integrated-enterprise-architecture


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References:

Copyright Boettger 2008 to present

Competitive Advantage (1985, 1998) by Michael PorterCompetitive Strategy (1980, 1998) by Michael PorterThe Fifth Discipline (1990) by Peter SengeThe Great Transition (1995) by James MartinCybercorps - The New Business Revolution(1996) by James Martin

Enterprise Business Architecture (2004) by Ralph Whittle and Conrad B. MyrickEnterprise Knowledge Infrastructures (2005) by Ronald Maier, Thomas Hadrich, Rene Peinl

The Economic Benefits of Enterprise Architecture (2005) by Jaap SchekkermanEnterprise Architecture As Strategy (2006) by Jeanne Ross, Peter Weill, David RobertsonWikinomics (2007) by Donald Tapscott

Ralph Whittle, the Co-Author of Enterprise Business Architecture, EBA SME and Professional C

Pradeep Anand, Jerry Ash, John Mahoney, and ALL of My Knowledge Management ColleaguesJohn Zachman, the Teacher of the Basics 5 Ws and the H; the Father of EA and ProfessionaPeter Senge, the Author of The Fifth Discipline, the definitive work on the Learning OrganizationChris Collison, the Author of Learning to Fly, the definitive work on Communities of PracticeBob Daniel, Industry SME on Enterprise Business Architecture and Professional ColleagueMike Ater, Industry SME on Enterprise Solutions, CEO Promis and Professional ColleagueAmy Crockett, Enterprise Architect and Professional Colleague

Acknowledgments:


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Preliminary Notes on Briefing


Architecture (John Zachman)Architecture for anything is the total set of descriptive representations relevant for describinsuch that it can be created and that constitutes a baseline for changing the object once it has

oArchitecture is Architecture is Architecture

Architecture (ToGAF/IEEE)The fundamental organization of a system embodied in its components, their relationships the principles governing its design and evolution.

Enterprise ArchitectureA Set of Models relevant for describing an enterprise (abstractions, perspectives, relationsh

Enterprise Business Architecture (Ralph Whittle & Conrad Myrick)The EBA is a blueprint of the enterprise built using architectural disciplines to improThe EBA defines the enterprise value streams, their relationships to all external entities and ovalue streams, and the events that trigger instantiation. It is a definition of what the enterprisesatisfy its customers, compete in a market, deal with its suppliers, sustain operations and carIt is composed of architectures, workflows and events.

oWhen you integrate two different cross functional business processes in an engineerinhave the beginning of a Business Architecture (BA)oWhen you integrate several major cross functional business processes in an engineerhave the beginning of an Enterprise Business Architecture (EBA)


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The Open Group's definition in TOGAF: There are four types of architecture that are accepted as subsets of an overall Enterprise Architecture:

business architecture:

odefines the business strategy, governance, organization, and key business processes.

data/information architecture:

odescribes the structure of an organization's logical and physical data assets and data ma

application (systems) architecture:oprovides a blueprint for the individual application systems to be deployed, their interactiorelationships to the core business processes of the organization.

Information Technology (IT) architecture:

osoftware infrastructure intended to support the deployment of core, mission-critical applicThis type of software is sometimes referred to as "middleware", and the architecture as a "techn

Ruth Malan, Bredemeyer Consulting: An enterprise is made up of many interacting s

kinds. Enterprise Architecture identifies:these systems,their key properties,

and their interrelationships,

and plans for and guides the evolution of the enterprise systems to support and enable the eventerprise in its pursuit of strategic advantage.

oThus, Enterprise Architecture is fundamentally a "system of systems", while software architecture is a(where systems produce stand-alone value, and components have to be composed into a system to pr
http://www.opengroup.org/togaf/http://www.bredemeyer.com/http://www.bredemeyer.com/http://www.opengroup.org/togaf/


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Value Chain (Michael Porter)The disaggregation of a corporations strategically relevant activities in order to understand the behexisting and potential sources of differentiation

oThe Organization of the Value Chain Structure provides opportunity to enable the firm to gain a competitive advantage activities more cheaply or better than its competitors.

Value Streams (James Martin)Simply an end to end set of activities that collectively create value for a customer or en

oEnd to end collection of activities that has a clear reason for existence - Delivering a result to a customer or end user. goal: to satisfy or to delight the customer. This is a well known term, familiar to both Six Sigma and Lean Manufacturing

Value Stream Behavior (Skip Boettger)Characteristics within the Value Stream that manifests behaviors of process and flow. (e.g. acting upon, inf

oOne of the most significant architectures EBA contains are the Value Stream Behavior Architectures that illustrate and

objects, processes, impacts, causes, effects, inputs, outputs, et al of both the primary and support activities that results

corporations, firms, or business units practices (Skip Boettger).

Domain Stack Reference Planning EA Model (Skip Boettger)The IEA Tactical Manifestation resulting from the thorough adherence to the Strategically focused Pyramid

oEither by hand (not encouraged), or utilizing a commercial off the shelf Object Oriented Based Enterprise Architecture

Enterprise Asset communicates relationship management and accountable traceability that enables a Corporation, Firm

more clearly for the benefit of better planning, change management, decision making, et al, by more effectively organiz

elements of an Enterprise.


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Inbound Logistics are activitiesassociated with receiving, storing, and disseminating inpOperations are activitiesassociated with transforming inputs into the final product.Outbound Logistics are the activitiesassociated with collecting, storing and physically dto buyers.Marketing and Sales are those activitiesassociated with providing a means by which buthe product and inducing them to do so.Service activitiesare associated with providing service to enhance or maintain the value




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Realizing the Value of an Integrated Enterprise Architdriven by Business Area Architecture Structure

Realizing Better Integrity of a Known Space True Integrated EA is the Result

Accountable Alignment of the strategy, vision, mission and objectives with Enterprise initiatives,

form for Business Capability (Business Assets)

A better focused strategic initiative roadmap

Better understanding of the Whole not just the point solutions that make up the whole. Co

[Use the House, Car, or Airplane Example]

Clarifying Business Driven ensures Better and More Accurate Planning, because it is truly the Re

Envisioning Holistically enables the Future.

As Ralph Whittle states: What does it take to build these architectures?You don't need a miracle to build integrated architectures, just a committed decision to do it, and then, get on with it! Mo st of the

understood, but not properly formatted and integrated.

Architectural development skills are learnable. In reality, it is a behavioral issue, requiring more insight, discipline andrigor ra

integration and architecture skills are mechanical, capable of evolving into software.

However, we don't yet have software available that does our thinking for us. That's why we need the strategy, vision, corporate o

normally found in a sound strategic plan. The strategic business plan coupled with a well-defined and modeled enterprise bus

superior insight, unity of purpose and synergy for achieving break- through results.



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STRATEGY

Business Driven DesignProcess, Organizational, Security, Technology Architectures

Operational Excellencee.g.; workflows supporting Core Processes, etc.

CompetitiveAdvantageValue Chain(s)

Customer Centric FocusValue Streams

Leadership dev

throu

Designs, Builds anof the Enterp

Engineers and

to the Stra

Enabling Core Architectures

Infrastructure

Designs and Builds Architecturesto support Business Strategic Initiatives

Optimization for

Effectiveness and Efficiency

Enabling Business Driven Excellence


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Business & IT Transformation Eco

Run the Business

StrategicInformation

OperationalInformation

Excellence inIT Operations

BPManagement

BPAnalytics

Portfolio Management

ITSM

ALM & SOA Governance

PrimaryActivities

SupportActivities

Value Chains & Value Streams

Copyright Boettger 2002 to presentCopyright Boettger 2002 to present

E i A hi C bili L d


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Enterprise Architecture Capability Landscape

Capability Portfolio MgmtProject Alignment

Capability Assessment

Initiative Synchronization

Services Assessment

Capital Planning

Investment Management

Capacity Analysis

Enterprise Source

Control

(Single View)

Indexing

Intranet Enterprise Data Stores

(including EDW Capability)

Resultsfrom

Planning,Performance,Market,Risk,Requirements,etalAnalyses

Relationship Visibility & TraceabilityEasily Realized Alignment to any desired depth

Full Traceability of Impact, Cause & Effect

Custom Queries of Configurations

Planning Foundation for Innovation, Re-engineeringOpportunities Analysis

Object Oriented Management & ControlExtensive OOTB Reporting (See Samples)

Responsive to Real Business Questions

Extensible Custom ReportingPredictive Analysis for Strategic Planning, etc.Full Integration of PPM, CMDB Capabilities

Object Oriented Database Underpinning for EAManagement, Control, Design, Object Exploitation

EA Business Driven Capability

Enterprise Architecture Models & Data

Shared Access,Shared Browse,Managed ControlReports DistributionDashboard ResultsReal-time Asset Visibility

CollaborationContent AccessSearch CapabilityReport GenerationRequest Mgmt

Copyright Boettger 2002 to 2008 (except as noted)


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Needs & Opportunities


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People, Process, & Technology Elements


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Right Resources, Right Place, Right Time

H li i A h


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Holistic Approach Common Sense S

Instill Learning Circle Practices


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Enterprise Process ManagementManaging the Business as a System

Systems thinking & strategic alignment Business Frameworks and Models Enterprise process performance metrics & dashboardsProcess ManagementManaging specific processes

Process Ownership Process measurement & metric analysis SPC & performance reporting

The Enterprise Alignment Opportun

Process ImprovementManaging process improvement projects

Process improvement methods & tools Project/process selection based on current issues Project management methods

How do our pCustomer, Bu

How do we kchains are?

How do we k

aligned with o Goal: Underwe focus on!

Pause F How does this prochains and enterpris

Who/What is accouperformance?

What impact doesCustomer satisfactioperformance?

How will our process sustained?

What is the current anperformance?

What process improvappropriate?

How do we manage oefficiently?

So

ALIGNMENT

FEEDBA

CK

Modified by Boettger 2008


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What makes a VOID?


The Dark Matter of Business Driven Integ

Th D k M tt (V id) f I t t d E t i A h


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The Dark Matter (Void) of Integrated Enterprise Arch

Just as in astrophysics where Dark Matter is thought to be responsible for the universe not flying apart

growth and stability of universe structure. In a solid Integrated Enterprise Architecture(IEA), the Dark Matter of IEAresponsible to ensure the complete integrity and cohesiveness of a true Integrated Enterprise Architecture that is c

Designs, Builds an

of the Enterp

Engineers and Maps to the Strategy,

Designs, Builds an

of the Enterp

Leadership develops and directs the Strategythrough Vision, Mission, and Goals

Designs and Builds Architectures

to support Business Strategic Initiatives

Optimization for



The Dark Matter of Business Driven Integrated Enterprise Architecture


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VCoR_4 VCoR_nVCoR_5

VCoR_3VCoR_2VCoR_1

VSB_1VSB_2 VSB_4VSB_3

VSB_5VSB_n

The

Dark Matter(VOID)Of

Business DrivenIntegrated

Enterprise Architecture

Assured Customer and/or Member Satisfaction


The Dark Matter

The Dark Matter of Business D

Leadership dev


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STRATEGY


Operational Excellence

e.g.; workflows supporting Core Processes, etc.



eade s p de

throu

Designs, Builds an

of the Enterp

Engineers and

to the Stra


Infrastructure


Optimization for



The Dark Matter of Business D


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Example Illustrations of Value Streams &

l S l


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Insurance Value Stream Alignm

Channel

SalesUnderwriting Core Policy

Administration

Claims

Processi

Product Development

& Configuration

Integrated Solution Framework

1.1. DevelopDevelop

Products/Products/

ServicesServices

3.3. FulfillFulfill

DemandDemand

A. Customers/Clients

E. Reinsurance& Investors

C.Underwriting

& Claims

ServiceSuppliers

5.5. CollColla

1.1. DevelopDevelop

Products/Products/

ServicesServices

3.3. FulfillFulfill

DemandDemand

A. Customers/Clients

E. Reinsurance& Investors

C.Underwriting

& Claims

ServiceSuppliers

5.5. CollColla

Business Architecture



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Claims Solution

Channel

SalesUnderwriting Core Policy

Administration

Product

Development &

Configuration

3.4 Claims Processing3.4.1 Record First Notice

3.4.1.1 Capture Claim & Claimant Information3.4.1.2 Validate Coverages

3.4.1.3 Investigate Initial Liability

3.4.1.4 Initiate Fraud/Abuse Detection

3.4.2 Administer Claim

3.4.2.1 Assign to Claims Desk

3.4.2.2 Contact Relevant Parties

3.4.2.3 Create Initial Reserve

3.4.2.4 Manage Relevant Charges

3.4.2.4.1 Establish Medical Case

3.4.2.4.2 Review Medical Claims Charges

3.4.2.4.3 Appraise Damage

3.4.2.4.4 Review Restoration Charges

3.4.2.5 Investigate Fraud/Abuse

3.4.2.6 Settle Claim

3.4.2.7 Manage Salvage & Subrogation

3.4.3 Manage Litigation

3.4.4 Maintain Regulatory Compliance

3.4.4.1 Identify Relevant Regulation

3.4.4.2 File Required Forms

3.4.6 Manage Catastrophes

3.4.7 Monitor Claims Processing

Claims Pr


The Preferred Architecture


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The Preferred Architecture

Elegance inArchitecture and Design

StrategicVisioning

CustomerCentric

Aggregate

BusinessEnabling

Aggregate

AggregateValue

Streams

Enterprise

Aggregate

Insightto

Strategy

Visionto

eBusinessEnterprise

Conceptto

Development

Initiativeto

Results

Relationshipto

Partnership Ob

ResourceAvailability

toConsumption

Requisitionto

Payables

Forecastto

Plan

FulfillOrder

ReviewOrder

ChangeOrder

ReturnOrder

Orderto

Cash

Order to CashProspect

toCustomer

Orderto

Cash

Manufacturingto

Distribution

Copyright Whittle 2002 to present

Customer Centric Value Streams


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Customer Centric Value Streams

FulfillOrder

ReviewOrder

ChangeOrder

ReturnOrder

Orderto

Cash

Prospectto

Customer

GrowCustomer

Base

AcquireNew

Customers. . .

Manufacturingto

Distribution

BuildOrder

DeliverOrder

. . .


Example Value Chain Built from Value Streams Components


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p p

Customers

FulfillOrder

FromOrder to CashValue Stream

ReplenishRawMaterial

SubmPurchOrd

DetermineNew

Products

Grow

CustomerBase

FromProspect to Customer

Value Stream

FromConcept to Development

Value Stream

Collaborates

BuildProduct

DeliverOrder

Man



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Value Streams

Designed to focus on the customer

Engineered horizontally or cross-functionally

Extended to deal with external relationships

Time sensitive

Management and control

Focused on ensuring that the customer is satisfied

Analyze to eliminate work that does not add value

Utilized to optimize the enterprise

Value Stream Behavior


Enterprise Value Stream Behavior Exampl


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p pDetermining Strategic Operational Planning Be

Retrieve

Change o

Create o

Receipt o

In Agree

Legend


Leadership dev

throu


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STRATEGY





throu


Infrastructure

Leadership dev

throu


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STRATEGY





throu

Designs, Builds an

of the Enterp

Engineers and

to the Stra


Infrastructure


Optimization for



Enterprise Architecture Capability Framework = VALUE


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=

Copyright Boettger 2002 to 2008 (except as noted)

Business Driven Domain St


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Business Driven Domain St

Value Stream Architectures, Operational Business Use Case, & Workflow R

Value Chain References

Strategy

Referential, Support, & Component Behavior Artifacts

IT & Infrastructure Landscape

Projects Landscape

Inter-related Referential Architectures

Enterprise Business Architecture

Business Area Architecture Structure

Potential Industry Specific Business Domain (s)

Potential Industry Specific Technical Domain (s)



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Sample Business Quest


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Understand Applications by BusinessCapability

Ensure Spend is aligned to BusinessValue

Plan Enterprise ApplicationRoadmap

Understand the Technology Roadmap Manage Technology Risks Identify Business Process Impacts

Understand Relationship acrossData Silos

Ensure Data is Complete andAccurate

Model the Entire Enterprise

Understand Business Demand Ensure Projects are aligned toStrategies

Ensure Spend is aligned to BusinessNeeds

Business&

IT

Executives

IT&

Financial

Planners

Enterprise

Architects

OtherIT

Stakeholders

Sample Business Quest

Make Certain They Are Asked and Answered


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Make Certain They Are Asked and Answered

Aligning of Corporate Strategy & Goals


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Aligning of Corporate Strategy & Goals

AlignedBusinessProcesses

Frameworks and methodology fordefining and improving processes,sub-processes and activities

Metrics are tied t

Best Practices Tiprocess or activi

BUSINESS

STRATEGY

G

C

IT

Applications

& IT Infrastructure

SpecifiIT Infrastructure Options

Organization of Value Chains and Lines of Businessgiven priorities through Priority Dimensions

Source: Value Chain Group Inc.

Enterprise Strategy Process
http://www.value-chain.org/http://www.value-chain.org/http://www.value-chain.org/


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CBA

Goals

Enterprise Strategy Process

Innovation

BusinessVision

BusinessStrategies

Core CompetenciesValue Statement

IntegratedEA

Value ChainClarification

Value StreamClarification

Value ChainValidation

Value StreamValidation

Core

Business

Processes

DomainPlans

TangibleBenefit

Design A

Design B

Design C

Disciplines: Bus Arch Process Arch IT Arch Web Arch

Recursive

= Results

Analyze & Identify Business Asthat reflect Necessary Asse


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IEA Being Proactive in Parallel

Note: Arrows are feed not always order or dependency

Develop Current State IEAPlanning Reference Model

Analyze to Identify

Enterprise & COSA Sperepresentative Value Chand resulting Value Stre

DevelPlann

Reconcile Business AsFunctions (BAFs)

with Other Reference M

IEA Planning ReferenceModel Integrity Baseline

Reconcile IEA PlanningReference Model to Identify

Gaps So Future StateIEA can be Realized

Enterprise Priorities Analysis& Potential Projects Identified

IT Projects, Procurements,

Budget Requests,Budget Recommendations(Agencies/VITA/DPB)

Strategic Plans &Performance Measures

Develo& Reconc

that reflect Necessary Asseto support Vision, Missio

Business Driven Integrated EA - Steps to Get There


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Business Driven Integrated EA Steps to Get There

1. Identification and Confirmation of Enterprise Asset Capabilities

2. Identify Value Chains, Map Core Processes to the Enterprise Asset Capabilities

3. Create Solution Candidates (Value Streams) supporting Value Chains, thereby identifying Core

Processes, and Shared Services

4. Create Current and Future Behavior Modelsa. Enterprise Business Architecture; Business Capability Models, as well as a Meta Model of

b. Create Reference Model Set

5. Iterate and Reconcile Asset Capabilities to Reference Planning Models

6. Evaluate Strategic Prioritization Regarding Needed Business Capability(ies)

7. Evaluate and Build Plans Reflecting Prioritization

8. Build Capability(ies) From Reconciled Results Per Prioritization

a. Solution Scenario Sets (Candidate Value Streams)

9. Generate Use Cases working with IT

10. Generate IT Workflows that reflect #8 and #9

Result: Filling in the void (Dark Matter) Realize a known solution space that is Accountable, M

The Dark Matter of Business Driven Integrated Enterprise Architecture

Managing The Knowledge of Business Area Architecture St


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Managing The Knowledge of Business Area Architecture St


Leadership devthrou


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STRATEGY





Designs, Builds an

of the Enterp

Engineers and

to the Stra


Infrastructure


Optimization for



Realizing the Value of an Integrated Enterprise Archit


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driven by Business Area Architecture Structure

Realizing Better Integrity of a Known Space True Integrated EA is the Result

Accountable Alignment of the strategy, vision, mission and objectives with Enterprise initiatives,

form for Business Capability (Business Assets)

A better focused strategic initiative roadmap Better understanding of the Whole not just the point solutions that make up the whole. Co

[Use the House, Car, or Airplane Example]

Putting the Enterprise first ensures Better and More Accurate Planning, because it is truly the Ref

Envisioning Holistically enables the Future.

As Ralph Whittle states: What does it take to build these architectures?You don't need a miracle to build integrated architectures, just a committed decision to do it, and then, get on with it! Mo st of the

understood, but not properly formatted and integrated.

Architectural development skills are learnable. In reality, it is a behavioral issue, requiring more insight, discipline andrigor raintegration and architecture skills are mechanical, capable of evolving into software.

However, we don't yet have software available that does our thinking for us. That's why we need the strategy, vision, corporate o

normally found in a sound strategic plan. The strategic business plan coupled with a well-defined and modeled enterprise bus

superior insight, unity of purpose and synergy for achieving break- through results.

Copyright Boettger 2008 to present Fundamental to value add enab

Conceptual Model of Organizational Transformation B
http://it.toolbox.com/home/blog/entries/?blogid=130&eid=31703http://it.toolbox.com/home/blog/entries/?blogid=130&eid=31703


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p g


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In ancient Athensthe model for the democracy envisioned by

our Constitutioncitizens met face to face in the agorato cond

debate civic issues, and drive government decisions.

"First, have a definite, clear, practical ideal; a goal; an objective.

Second, have the necessary means to achieve your

money, materials, and methods.

Third, adjust all your mea

- Aristo


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Copyright Boettger 1999 to present The Dark Matter of Business Driven Integrated Enterprise Architecture


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EBA & Zachman


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& ac a

BUSINESSSCOPE

BUSINESSMODEL

INFORMATIONSYSTEMSMODEL

TECHNOLOGYMODEL

TECHNOLOGYDEFINITION

INFORMATIONSYSTEM

List of things important to thebusiness.

ENTITY:

class of business thing

List of processes the businessperforms

PROCESS:class of business processes.

List of locations in which thebusiness operates

NODE: business location.

DATA PROCESS LOCATION

Business entities & their inter-

relationships

Flows between business processes Communications links between

locations

ENTITY: business entityREL'SHIP: business rule

PROCESS: business process

I/O: business resource(including information)

NODE: business unitLINK: business relationship

(org., product, information)Model of the business dataand inter-relationships

Flows between application functions Distribution network

ENTITY: data entityRELTNSHIP: data relationship

NODE: I.S. function (processor,

storage, etc.).

LINK: line characteristicsDatabase Design System Design System Architecture

ENTITY: segment, row, record

RELTNSHP: pointer, key, indexDatabase Schema andSubschema Definition

Program Code and Control Blocks Configuration Definition

ENTITY: fields, access privledge

RELTNSHP: access methods,

addressesData Storage Structures andAccess Mechanisms

Databases, data .....

Executable Code

Programs, jobs,transactions.....

System Configuration

Processors, networks,switches. monitors.....

Source: Zachman, John A.: A Framework for Information Systems Architecture. IBM Systems Journal. V26:N3 1987.

PROCESS: application function

I/O: user views (set of data

elements).

PROCESS: computer function

I/O: screen/device formats

NODE: hardware/system software

LINK: line specifications

PROCESS: source codeI/O: control blocks

NODE: addressesLINK: protocols

List of business responsibilities.

RESP.: class of business responsibilities

List of business events.

EVENT: class of significant businessevents.

ROLE TIMING

Business Organization. Business Cycles.

RESP: work unit/structureWORK: business resources

EVENT: business event

CYCLE: lapse/lag

Model of the access requirements. Model of the process controlstructure.

RESP: system privilegeWORK: access requirements

Access Design Processing Environment

RESP: access authorizations

WORK: access groupAccess Definition Job Processing Definition

RESP: access object

WORK: access profiles

Access Privileges

User-ids, access controls.....

Processing Schedules

Batch jobs, transactions,run/rerun instructions .....

EVENT: logical process event

CYCLE: precedence/timing

EVENT: physical process event

CYCLE: processing calendar

EVENT: transactions, job submittal

CYCLE: job & region schedules

.. ..

..

Mainframe

IBM AS/400

IBM Compatible

EBA


EBA/VCOR Overlay with Zachm


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y

BUSINESSSCOPE

BUSINESSMODEL

INFORMATIONSYSTEMSMODEL

TECHNOLOGYMODEL

TECHNOLOGYDEFINITION

INFORMATIONSYSTEM

List of things important to thebusiness.

ENTITY:class of business thing

List of processes the businessperforms

PROCESS:class of business processes.

List of locations in which thebusiness operates

NODE: business location.

DATA PROCESS LOCATION

Business entities & their inter-relationships

Flows between business processes Communications links betweenlocations

ENTITY: business entityREL'SHIP: business rule

PROCESS: business process

I/O: business resource(including information)

NODE: business unitLINK: business relationship

(org., product, information)Model of the business dataand inter-relationships

Flows between applicationfunctions

Distribution network

ENTITY: data entity

RELTNSHIP: data relationship

NODE: I.S. function (processor,

storage, etc.).LINK: line characteristics

Database Design System Design System Architecture

ENTITY: segment, row, record

RELTNSHP: pointer, key, indexDatabase Schema andSubschema Definition

Program Code and Control Blocks Configuration Definition

ENTITY: fields, access privledgeRELTNSHP: access methods,

addressesData Storage Structures andAccess Mechanisms

Databases, data .....

Executable Code

Programs, jobs,transactions.....

System Configuration

Processors, networks,switches. monitors.....

Source: Zachman, John A.: A Framework for Information Systems Architecture. IBM Systems Journal. V26:N3 1987.

PROCESS: application function

I/O: user views (set of dataelements).

PROCESS: computer function

I/O: screen/device formats

NODE: hardware/system software

LINK: line specifications

PROCESS: source codeI/O: control blocks

NODE: addressesLINK: protocols

List of business responsibilities.

RESP.: class of business responsibilities

List of business events.

EVENT: class of significant business

events.

ROLE TIMING

Business Organization. Business Cycles.

RESP: work unit/structureWORK: business resources

EVENT: business event

CYCLE: lapse/lag

Model of the access requirements. Model of the process controlstructure.

RESP: system privilege

WORK: access requirementsAccess Design Processing Environment

RESP: access authorizations

WORK: access groupAccess Definition Job Processing Definition

RESP: access objectWORK: access profiles

Access Privileges

User-ids, access controls.....

Processing Schedules

Batch jobs, transactions,run/rerun instructions .....

EVENT: logical process event

CYCLE: precedence/timing

EVENT: physical process event

CYCLE: processing calendar

EVENT: transactions, job submittal

CYCLE: job & region schedules

.. ..

..

Mainframe

IBM AS/400

IBM Compatible

EBA

VCOR


Product Value Stream Alignmen


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Vendors&

Suppliers

Customers/Clients

ShareholdersInvestors C

gBuild to

Analysis Results

Configuration

Marketing Channel Sales Order

Fulfillme

Product Research& Development

Integrated Solution Framework Business Architecture


Product Value Stream Alignment


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Vendors

&

Suppliers

Customers/Clients

ShareholdersInvestors

Channels

RegulatoryCompliance & Standards

Logistics

Elements

Order Fu


Build to

Analysis Results

ConfigurationMarketing Channel Sales

Product Research& Development

Sample Related Value StValue ChainDemographics Potential tConcept to Development

Prospect to CustomerCustomer to EvangelistOrder to Cash many other examples realized from every stage

Strategic Visioning and Business Enabling Value Streams


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Conceptto

Development

DetermineNew

Products

BuildBusiness

Case

DiscontinueProducts

. . . .

Requisitionto

Payables

. . SubmitPurchaseOrder

SetupMasterVendor

Agreement


M2D and R2P


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BuildProduct

ReplenishRaw

Material

Vendors&

Suppliers

SubmitPurchase

Order

FromManufacturing to Distribution

Value Stream

From

Requisition to PayablesValue Stream

Collaborates


VCOR Methodology


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gyStrategically align

Tactically streamline

Operationally execute

Define Customer

Success

Determine

Strategic

Goals

Define

Strategic

Value

Streams

BenchmarkPerformance

ModelAs Is

Select

ImprovementMethodology

Identify

ImprovementsOpportunities

Compare

Conceived

Scenarios

Create

SolutionRoadmap

Practitioners can enter at any level depending on their needs

Measure

Improvement &

Compare againstTarget

Perform

GapAnalysis

Identify

Improveme

Opportunitie

Baseline

Existing

Processes

Set Priority

Dimensions

Build Value

Card

Establish

Scope

SelectStrategic

Value

Streams

Complete

Value Card

& MeasureROI

Model

To Be

PrioritizeAnd Plan

Change

Source: Value Chain Group Inc.

Required Inputs for Value Chain Refere


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q pVCOR: Linking Strat

NEEDS:

Identification of the business strategy in the context of the competiti

SWOT Analysis

Strengths, Weaknesses, Opportunities, Threats

Mission Statement

Strategic Business Plan

Business / Product Line Plan

Identification of competitors and assessment of their performance in

Benchmarking Data

Marketing Intelligence

Open SourcesIdentification of critical success factors

Business Issues/Opportunities


VCOR Impact to the Blueprinting Summ


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Enterprise Business Architecture methodology (Whittle & Myrick) creat

for the enterprise and shows you how to integrate its value chains/stre

with data inputs/outputs.

VCOR provides the reference architecture building blocks and industry sta

to give your Enterprise Blueprint life

The VCORmethodologyenables you to translate the enterprise blueprint

executable plan that will allow your Company to measurably realize it

goals and objectives.

Hence: Part of the Business Area Architecture Structure


Value Chain Operational Referen


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PRODUCT LIFECYCLE MANAGEMENT

DEMAND CHAIN

Traditional

Supply Chain Thinking

D.CManufacturerRaw materialSupplier

ComponentSupplier

SUPPLY CHAIN

Silos

vs.Network Collaboration

andHorizontal Improvements

How Do You Optimize the Valu

Function Architecture Must Be Put in Perspective


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Marketing&

Sales

CustomerCare

Distribution&

Delivery

Call Center

Management

OrderManagement

Warranty

AdvertisingManagement

MarketingManagement

FleetManagement

Warehousing

Shipping

BusinessDevelopment

CustomerDevelopment

ProductDevelopment

Sales Force

Management

Promotions

Services

PlantManagement

MaterialManagement

InventoryManagement

Quality &

Improvement

CorporateManagement /Admin Support

Legal

HumanResources

Mergers&

Acquisitions

Policies&

Procedures

Professional

Development

Manufacturing

Scheduling

ServicesDevelopment

Business

Planning

PrimaryFunction

SupportingFunction

Legend

Used by Permission; Ralph Whittle

Integrated Enterprise Architecture Maturity Model


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Business

Silo

Architecture

* Source

Many Practices

still in place and

struggling in this area

Realization taking

hold that in order to prog

to more effective Value-Add Dif

We must be here

Paradigm Leap

DevelopMaximize

Individual

Business Units

Standardized

Technology

Architecture

ITEfficiencies

through

Standardization

Optimized

Core

Architecture

OperationalCompanywide

Core Processes

Optimization

PreGlob

M

Loca

Yesterday & Today Today and Tomorrow

Point Driven Bu


STRATEGY

Leadership devthrou


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D

to suppo

Designs, Builds an

of the Enterp

Engineers and

to the Stra


Infrastructure

E

Ena

business driven integrated enterprise architecture

Documents