EA roadmappingbusiness-transformation in a complex world

Tom Graves, Tetradian ConsultingVlerick Business School, 26 September 2014

the futures of business

Hi. I’m Tom Graves.

(enterprise-architect, business-anarchist, confusionist, nuisance, that kind of stuff…)

About EA roadmaps

• Where to start – priorities

• Partitioning the work

• Keeping on track

• Roadmapping best-practices

• Real-world examples

Into practice…

(Each ‘Into practice…’ sectionprovides a brief moment to exploreimplications of the preceding ideas.

Use the text on the slide to guidea quick review of related design-themes

in your business-context.)

The challenge…

TOGAF Architecture Development

Graphic: © The Open Group

RequirementsManagement

G.Governance

and Compliance

E.Opportunities

andSolutions

C.Develop

Data / Apps Architecture

A.ArchitectureScope and Purpose

Preliminary:Framework,

Principles and Core Content

H.Architecture

Change Management

B.Develop

Business Architecture

D.Develop

TechnologyArchitecture

F.Migration Planning

TOGAF Architecture Development

Graphic: © The Open Group

RequirementsManagement

G.Governance

and Compliance

E.Opportunities

andSolutions

C.Develop

Data / Apps Architecture

A.ArchitectureScope and Purpose

Preliminary:Framework,

Principles and Core Content

H.Architecture

Change Management

B.Develop

Business Architecture

D.Develop

TechnologyArchitecture

F.Migration Planning

defining the ideal(the hard part)

TOGAF Architecture Development

Graphic: © The Open Group

RequirementsManagement

G.Governance

and Compliance

E.Opportunities

andSolutions

C.Develop

Data / Apps Architecture

A.ArchitectureScope and Purpose

Preliminary:Framework,

Principles and Core Content

H.Architecture

Change Management

B.Develop

Business Architecture

D.Develop

TechnologyArchitecture

F.Migration Planning

making it real

(the really hard part)

Realising the architecture

We’ll need:

set of change-projects?(developed with or by solution-architects)

appropriate governance?

roadmap for change?

Practice: As-Is Change

For your business-context, at present…

• How do you tackle architectural change?

• Who decides on how to do change-work?

• What governance do you use for change?

• Who are the stakeholders in the change?

• How do you engage stakeholders in this?

Summarise your as-is model of change itself.

The usual approach…

“You don’t want your strategies following spaghetti roads- you want them movingthrough your company

on logical, straight highways.”

(well-known large consultancy)

“The enterprise architecture transition plan is a simple artifact.”

It consists of a set of:- Gantt charts

- transformative investments- planning time-horizons (in years)

- SDLC phases- descriptive narrative

(well-known EA consultant)

It all seems logical, doesn’t it?Simple, straightforward, certain.

But in real EA practice, where does it actually lead us?

systems-relationship map…impenetrable interdependencies…

…and here, probably…

CC-BY-NC-SA Tom Graves

…or here…

CC-BY-SA afiler via Flickr

WAAAAHHH!!!

If so, we’re going to needa better approach…

Practice: As-Is ProcessFor your present change-processes…

• How much do they rely on ‘logical, straight highways’ and ‘simple artifacts’ such as Gantt charts?

• How well do they seem to work, in practice? What works? What doesn’t work?

• In what contexts do they work, or not work? What factors seem to apply in each case?

Review the effectiveness of your change-process.

What’s really going on?

- interdependencies- inherent-uncertainties

- complexities of budgeting- engagement of people

- a compelling story of change

Some factors in change…

Practice: Factors in changeFor your business-change context…

• How much do these factors apply:• interdependencies?

• inherent-uncertainties?

• complexities of budgeting?

• engagement of people in change?

• creating a compelling story for change?

• What other factors apply in your EA change?

Review the impacts on your change-context.

Interdependency:Using a maturity-model

Use a maturity-model

Step 1: Know your business(focus on business-purpose)

Step 2: Clean up the mess(horizontal assessment)

Step 3: Strategy and stuff(top-down assessment)

Step 4: Work with the real world(bottom-up assessment)

Step 5: Pull together(spiral-out assessment)

Maintainthe dialogue

Prepare and maintain foundations for architecture

(Initialpilot test)

Step 1: Know your business(focus on business-purpose)

Step 2: Clean up the mess(horizontal assessment)

Step 3: Strategy and stuff(top-down assessment)

Step 4: Work with the real world(bottom-up assessment)

Step 5: Pull together(spiral-out assessment)

Maintainthe dialogue

(Start EAdev’ment)

Prepare and maintain foundations for architecture

(Initialpilot test)

Step 1: Know your business(focus on business-purpose)

Step 2: Clean up the mess(horizontal assessment)

Step 3: Strategy and stuff(top-down assessment)

Step 4: Work with the real world(bottom-up assessment)

Step 5: Pull together(spiral-out assessment)

Maintainthe dialogue

(Start EAdev’ment)

Level 1:Ad-hoc

Prepare and maintain foundations for architecture

(Initialpilot test)

Step 1: Know your business(focus on business-purpose)

Step 2: Clean up the mess(horizontal assessment)

Step 3: Strategy and stuff(top-down assessment)

Step 4: Work with the real world(bottom-up assessment)

Step 5: Pull together(spiral-out assessment)

Maintainthe dialogue

(Start EAdev’ment)

Level 1:Ad-hoc

Level 2:Repeatable

Prepare and maintain foundations for architecture

(Initialpilot test)

Step 1: Know your business(focus on business-purpose)

Step 2: Clean up the mess(horizontal assessment)

Step 3: Strategy and stuff(top-down assessment)

Step 4: Work with the real world(bottom-up assessment)

Step 5: Pull together(spiral-out assessment)

Maintainthe dialogue

(Start EAdev’ment)

Level 1:Ad-hoc

Level 2:Repeatable

Level 3:Defined

Prepare and maintain foundations for architecture

(Initialpilot test)

Step 1: Know your business(focus on business-purpose)

Step 2: Clean up the mess(horizontal assessment)

Step 3: Strategy and stuff(top-down assessment)

Step 4: Work with the real world(bottom-up assessment)

Step 5: Pull together(spiral-out assessment)

Maintainthe dialogue

(Start EAdev’ment)

Level 1:Ad-hoc

Level 2:Repeatable

Level 3:Defined

Level 4:Managed

Prepare and maintain foundations for architecture

(Initialpilot test)

Step 1: Know your business(focus on business-purpose)

Step 2: Clean up the mess(horizontal assessment)

Step 3: Strategy and stuff(top-down assessment)

Step 4: Work with the real world(bottom-up assessment)

Step 5: Pull together(spiral-out assessment)

Maintainthe dialogue

(Start EAdev’ment)

Level 1:Ad-hoc

Level 2:Repeatable

Level 3:Defined

Level 4:Managed

Level 5:Optimised

Prepare and maintain foundations for architecture

(Initialpilot test)

Based in part on TOGAF maturity-model, in turn derived from CMMI maturity-model

Stepping-stones of architecture

What to do to build architectural-maturity

Each stepping-stone builds on those before:

•Step 0: Prepare (and maintain) the foundations

•Step 1: Build an overview of the business

•Step 2: Clean up the mess (and keep it clean)

•Step 3: Guide and manage strategic change

•Step 4: Ensure robust resilience, continuity

•Step 5: Service the business’ deeper needs

•Maintain as enterprise-wide shared capability

In reality…

…it’s not actually step-by-step.

In practice, all of these stepshave to happen somewhat in parallel.

Yet the interdependencies are real.We need to build with awareness that, ideally, this should come before that.

(And awareness of consequences that arisefrom doing things out of ideal-order, too.)

Step 1: Know your business

Step 1Know your business

(StartEA)

Prepare architecture foundations

(Pilottest)

Step 2Clean up the mess

Step 3Strategy and stuff

Step 4The real world

Step 5Pull together

Extend •Emphasis: ‘big-picture’

•Examples: whole-of-enterprise overview, end-to-end and top-to-bottom integration

1A: Vision, values, principles and purpose1B: The enterprise context1C: Functions and services1D: Architecture governance

Step 2: Clean up the mess

Step 1Know your business

Step 2Clean up the mess

(StartEA) L1

Prepare architecture foundations

(Pilottest)

Step 3Strategy and stuff

Step 4The real world

Step 5Pull together

Extend •Emphasis: ‘horizontal’

•Examples: optimise systems, reduce redundancy

2A: Business-systems and information-systems2B: What do we have?2C: Guiding the process of change

Step 3: Strategy and stuff

Step 1Know your business

Step 2Clean up the mess

Step 3Strategy and stuff

(StartEA) L1 L2

Prepare architecture foundations

(Pilottest)

Step 4The real world

Step 5Pull together

Extend •Emphasis: top-down

•Examples: impact of strategy, change of regulation, service-design

3A: Expand out from IT3B: This goes with that3C: Abstract-services3D: Compliance and quality

Step 4: Work with the real world

Step 1Know your business

Step 2Clean up the mess

Step 3Strategy and stuff

Step 4The real world

(StartEA) L1 L2 L3

Prepare architecture foundations

(Pilottest)

Step 5Pull together

Extend•Emphasis: bottom-up

•Examples: disaster-recovery, risk-assessment, run-time load-balancing

4A: Design for service flexibility4B: Plan for business-continuity4C: From qualities to values

Step 5: Pull it all together

Step 1Know your business

Step 2Clean up the mess

Step 3Strategy and stuff

Step 4The real world

Step 5Pull together

(StartEA) L1 L2 L3 L4

Prepare architecture foundations

(Pilottest)

Extend •Emphasis: ‘spiral-out’

•Examples: data-quality, service-management planning, business ‘pain-points’

5A: The service-oriented enterprise5B: Dealing with ‘wicked problems’5C: Enhancing enterprise effectiveness

Beyond level 5: What next?

Step 1Know your business

Step 2Clean up the mess

Step 3Strategy and stuff

Step 4The real world

Step 5Pull together

Extend

(StartEA) L1 L2 L3 L4 L5

Prepare architecture foundations

(Pilottest)

•Emphasis: integration

•Examples: architecture as an enterprise-wide responsibility

XA: Hands-off architectureXB: Architecture as relevance

Practice: Maturity-modelsFor your present change-processes…

• Do you use a maturity-model to guide mapping of interdependencies, and inter-project scheduling, in the roadmap?

• If yes, how might this be improved?

• If no, what differences might using a maturity-model make?

Review potential usage in your change-process.

Interdependency:Using a clustering-model

The role of clustering

Clustering systems into chunks around a theme such as single-

source-of-truth

Enables a change-roadmap based on chunk-by-chunk implementation – particularly when coupled with an

overall service-oriented architecture

A real-world example

Logistics industry – emphasis on transformation of information-systems

Chunking based on, and delivers:- Functional Business Model

- Functional Cost Model- Business Systems Model

- Information Systems Model(and other technical-detail models as required)

Function-model: tier-1

Accept OrdersContact

Customer

Manage the Business

Deliver Orders

Support the Business

Process OrdersFulfil

Orders

Function-model: tier-2

Accept Orders

Contact Customer

Manage the Business

Deliver Orders

Support the Business

Process Orders

Consolidate Orders

Manage Production

Management

Manage Licensee Outbound Operations

Manage Materials

Receipt and Verification

Manage Facility

Pre-Production Processing

Manage Container & Label Strategies

Manage VehiclesManage Equipment and Equipment-Strategies

Manage Facility

Property

Manage Relationship

with Licensees

Manage Asset

Service Providers

Manage Transport Sub-Contracts for

Delivery

Manage NCR-Code Configurations

Define Processing Strategies

Define Performance Management

Manage Production Systems Strategies

Design and Develop Facility I nfrastructure

Manage Production-Planning Strategies

Manage Facility

I nformation

Manage Core Business

Manage Post-Production Operations

Setup for Contractor Delivery

Manage Equipment

Maintenance

Manage Production Operations

Accept from

Agency

Accept from

Contractor

Accept at Facility

Accept at Customer Location

Manage FinanceManage Human ResourcesManage Facility Administration

Manage Materials Strategies

Prepare Customer Transfer

Support Customer

Bulk Orders

Handle Customer

Complaints & Inquiries

Process Service

Requests

Fulfil Order

Prepare Fulfillment Transfer

Support Bulk Fulfillment

Orders

Handle Fulfillment Complaints & Inquiries

Process Fulfillment Requests

Function-model: tier-3Customer

OutboundI nbound

Support

Transport

Process

Check and prepare vehicle

Road Transport Operations

Drop Off Orders & empty containers

Handle vehicle incidents (breakdowns,

re-fuel, etc.)

Capture transport run events

Drive transport vehicle between locations

Pick Up Orders & empty containers

Complete preparation of orders into consignments

Commence carrier service

Carrier staff verify consignment details & hand

over consignment to contractor

Lodge consignments with carrier

Verify / accept consignment

Visit "trans-ship" port

Complete carrier service

Receive & verify consignments

Handle consignment exceptions

Separate and store containers etc. in preparation

for transport to facility

Domestic Carrier Transport Operations

Planning & Monitoring of Carrier Services

Determine required lodgement &

handover times

Receive new/ updated schedules

from carriers

Develop & maintain carrier lodgement

schedules

Monitor carrier services & provide corrective action

Assess disputed/late consignments

Transport Facility Management

Time and Attendance

Monitoring & Control

Review Facility Performance & implement

improvements

Planning & Scheduling

Staffing & Rostering

Manage

Stream orders into production

batches

Manage batch containers prior

to pick up

Consolidate Orders

Create & Maintain Facility NCR-Code

Plans

Estimate Production Volumes

Plan & Schedule Production Operations

Staffing & Rostering

Time and Attendance

Monitor Order Processing

Review Facility Performance & imp.

improvements

Corrective Action for Processing

Quality Control

Dock Management

Production Management

Corrective Action for Transport &

Delivery

Materials Receipt and Verification

Inspection of inbound materials

Process “Under Bond” Materials

Process Hazardous Materials

Handover Materials to Warehouse

Licensee Outbound Operations

Inspection of outbound product

Prepare licensee consignment for

despatch

Capture outbound volumes and

events

Despatch outbound product via licensee

carrier

Receive Transfers at Facility

Transfers Damage Check

Slotting / Sequencing

Interleaving

Pre-Mould Verify

Slippage Adjustment

Batch Alignment for Moulding

Pre-Production Processing at

Facility

Capture Processing Events

Prepare Customer Transfer

Plan Transfer Production

Prepare Transfer Data

Prepare Transfer Production

Prepare Transfer Documentation

Support Customer Bulk Orders

Advise customer of bulk-order

issues

Manage Customer Order

Quality

Support customer bulk orders

Handle Customer Complaints &

I nquiries

Receive & record notification of

problems

Investigate & resolve problems

Report Status of Order

Handle general inquiries

Process Service Requests

Process Requests

Process Other Requests

Process Payment for Service

Consumable Tools

Management

Specify Tools requirements

Acquire & Locate Consumable Tools

Maintain inventory of Consumable Tools

Manage & perform maintenance of

Consumable Tools

Container & Label Management

Specify container requirements

Acquire & Supply Containers

Manage & perform maintenance of

containers

Maintain inventory of containers

Label Policy & Design

Manage Label Stock

Specify vehicle requirements

Vehicle Management

Purchase or Lease vehicles (&

accessories)

Dispose of vehicles

Maintain inventory of vehicles

Manage contracts with fuel suppliers

Monitor payments to fuel suppliers

Manage allocation of vehicles to facilities

Manage vehicle registration &

insurance

Prepare claims for diesel & alternative

fuel grant

Manage maintenance of

vehicles

Design, Specify & Evaluate New

Equipment

Purchase/Dispose Equipment &

Spares

Install & Relocate Equipment

Develop Maintenance

Strategies

Monitor & Optimise Performance &

Reliability

Equipment Management

Ensure Logistics & OH&S Compliance

Manage Equipment Configuration

Manage Technical Documents &

Support Systems

Manage Inventory, Repairs & Stores

Infrastructure

Property Management

Specify Property Requirements

Acquire Property

Dispose of Property

Manage Building Administration

Establish & Maintain Relationships with

Licensees

Manage Relationship with

Licensees

Calculate Revenue due from Licensees

Specify materials requirements

Materials Management

Acquire & Locate Materials

Maintain inventory of Materials

Select & Manage Asset Maintenance Service Providers

Evaluate & select Asset Maintenance Service Providers

Establish & maintain Asset Maintenance

Contracts

Monitor Service Provider performance

Terminate Contract

Manage Transport Sub-Contractors

Maintain Contractor Service Information

Evaluate & Select Transport

Contractors

Establish & Maintain Transport Contracts

Monitor Contractor Performance

Manage Payments to Contractors

Terminate Contract

Select & Manage Agencies

Evaluate & Select Agencies

Establish & Maintain Contracts with

Agencies

Monitor Agencies Performance

Manage Payments To/From Agencies

Terminate Contract with Agency

NCR-Code Management

NCR-Data Strategy, Policy &

Procedures

Maintain NCR Information

Maintain Machine Configuration Data

NCR Configuration Improvement

Manage Machine-Specific NCR Configuration

NCR Code-Sharing Management &

Support

Processing Policy, Procedures & Governance

Processing Strategies

Sorting Strategy & Design

Develop Processing Plans

Measurement of Service Quality

Measure Financial Performance

Measurement of Resource Utilisation

Performance Analysis

Performance Management

Production Systems

Initiate Project

Evaluate Solutions

Finalise Project

Systems support & maintenance

Develop / Enhance System

Implement System

Determine business systems

strategies

Systems control & Administration

Specify Facility Requirements

Model Proposed Solutions

Select & Design Preferred Solution

Plan & Schedule Facility

Development

Implement Facility Changes

Construct Facilities & Equipment

Facility / I nfrastructure Design & Development

Production Planning

Determine prod’n strategy & direction

Capacity Planning

Investment Planning

Determine prod’n principles &

policies

Legislative Compliance

Develop & maintain Dangerous Goods

policies & procedures

Production Capability Analysis

Manage Facility I nformation

Define Costing Reference Data

Maintain Prod’n Structure

Information

Define terminology, & codes

Manage barcoding standards, formats & characteristics

Manage central storage of event

information

Manage inventory of

scanners

Manage central storage of production

volumes

I nternational CarrierTransport Operations

Receive inbound containers at origin

port

Handover outbound containers at

destination port

Transport bond containers from origin port to destination port

Manage Core Business

Develop Business Strategies

Manage business performance &

operations

Co-ordinate Projects

Develop Business Plans

Manage Projects

Develop business perf. measures

& targets

Receive Container from Contractor

Drop-Off

Setup forContractorDelivery

Receive Misdirected Container from

Contractor

Deliver Container via Contractor

Record errors & notify customer

Store articles

Verify Customer Pick-up

Handle Undeliverables

(including missorts)

Calculate Priority Delivery Charge

Capture Contractor Delivery Events

Despatch Container for Contractor

Pick-Up

Handle delivery vehicle incidents

Check & Prepare Delivery Vehicles

Document Handover to Transport

Driver

CaptureNon-Contractor Delivery Events

Setup forNon-Contractor

Delivery

Handle Customer Returns

Deliver Container to Customer

Operate Vehicle for Transport Runs

Drop Off / Pick Up at Facility Depot

Establish Production Volumes

Time and Attendance

Monitor Post-Production Operations

Corrective Action

Review Facility Performance &

Implement Improvements

Manage Post-Production Operations

Staffing & Rostering

Plan & Schedule Operations

NCR-Code Updates

Capture Machine Configuration

Changes

Capture Tool Changes

Capture Machine Changes

Capture and Notify NCR-Code Changes

Equipment Maintenance

Plan & Schedule Equipment

Maintenance

Perform & Reord Equipment

Maintenance

Correct & Record Equipment Faults &

Parts Usage

Monitor & Report Maintenance Compliance

Modify Equipment

Optimise Equipment

Performance & Reliability

Handle Non-Valid Orders

Machine Preparation

Moulding

Capture volumes & machine statistics

Prepare agency consignments

Prepare product for road transport

Production Operations

Capture production events

Inward Dock Operations

Initial Preparation

Move Product between

processing steps

Order Configuration

Machine Production

Manual Preparation

Capture Order

Assemble Order

Prepare order documentation

Accept from Contractor

Accept Agency Order

Capture inbound order events

Receive inbound order from agency

Print & apply agency identifier

labels

Reconciliation of agency bills &

orders

Record agency order violations

Handover order documentation to transport driver

Receive Order Lodgement

Accept at Facility

Receive electronic order via internet

Process electronic order via email

Verify Order

Preparation & Streaming

Handle Rejected Orders

Capture Order information

Process Payment for Order

Handover Order to Transport

Driver

Capture actual acceptance

events

Verify Order

Accept at Customer Location

Finance

Provide Financial Analysis & Direction

Support Business Cases

Produce budgets & forecasts

Manage Financial Policy & Procedures

Record & monitor expenditure

Human Resources

Succession Planning

RecruitmentMaintain employee

recordsOccupational Health

& SafetyOperational Training

Leave Administration

Staff Development Industrial Relations

Facility Administration

General Administration

Perform & Manage Stores Function

Manage Technical Documents

Maintain Technical Help Desk

Capture Consolidation

Events

Accept Inbound Requests

Functional Business Model

•Model is hierarchy of four levels of business

•Function, Process, Activity, Task

•diagram shows Function, Process, Activity only

•Map each project, application onto Model

• visually highlighted overlaps between projects

•data overlaps indicate possible ‘multiple sources of truth’ and other data-quality issues

•gaps indicate possible gaps in IS support

• also may indicate potential new projects

• example: support for quality-system corrective-action

Functional Cost Model

•Overlay on Functional Business Model

• full cost-breakdown to level-3 (Activity)

•aggregate costs for each Function, Process

•Map costs to Activity, project, application

•enables ‘what-if?’ analysis

• “what cost reductions could we achieve if…?”

•enables more precise targeting of projects

• high-cost project targeted on low-value Activity?

• combined high-cost projects overlapping Activity?

• no applications supporting high-value Activity?

Capture Order

Assemble Order

Prepare order documentation

Accept from Contractor

Accept Agency Order

Capture inbound order events

Receive inbound order from agency

Print & apply agency identifier

labels

Reconciliation of agency bills &

orders

Record agency order violations

Handover order documentation to transport driver

Outbound

Handover Order to Transport

Driver

Capture actual acceptance

events

Verify Order Receive Order Lodgement

Accept at Customer Location

Accept at Facility

Receive electronic order via internet

I nbound

Process electronic order via email

Verify Order

Preparation & Streaming

Handle Rejected Orders

Capture Order information

Process Payment for Order

Customer

SupportHuman Resources

Succession Planning

RecruitmentMaintain employee

recordsOccupational Health

& SafetyOperational Training

Leave Administration

Finance

Provide Financial Analysis & Direction

Support Business Cases

Produce budgets & forecasts

Manage Financial Policy & Procedures

Record & monitor expenditure

Transport

Process

Check and prepare vehicle

Road Transport Operations

Drop Off Orders & empty containers

Handle vehicle incidents (breakdowns,

re-fuel, etc.)

Capture transport run events

Drive transport vehicle between locations

Pick Up Orders & empty containers

Staff Development

Manage

Consolidate Orders

Create & Maintain Facility NCR-Code

Plans

Estimate Production Volumes

Plan & Schedule Production Operations

Staffing & Rostering

Time and Attendance

Monitor Order Processing

Review Facility Performance & imp.

improvements

Corrective Action for Processing

Quality Control

Dock Management

Production Management

Corrective Action for Transport &

Delivery

Prepare Customer Transfer

Plan Transfer Production

Prepare Transfer Data

Prepare Transfer Production

Prepare Transfer Documentation

Support Customer Bulk Orders

Advise customer of bulk-order

issues

Manage Customer Order

Quality

Support customer bulk-

orders

Handle Customer Complaints &

I nquiries

Receive & record notification of

problems

Investigate & resolve problems

Report Status of Order

Handle general inquiries

Process Service Requests

Process Requests

Process Other Requests

Process Payment for Service

Consumable Tools

Management

Specify Tools requirements

Acquire & Locate Consumable Tools

Maintain inventory of Consumable Tools

Manage & Perform maintenance of

Consumable Tools

Container & Label Management

Specify container requirements

Acquire & Supply Containers

Manage & Perform maintenance of

containers

Maintain inventory of containers

Label Policy & Design

Manage Label Stock

Specify vehicle requirements

Vehicle Management

Purchase or Lease vehicles (&

accessories)

Dispose of vehicles

Maintain inventory of vehicles

Manage contracts with fuel suppliers

Monitor payments to fuel suppliers

Manage allocation of vehicles to facilities

Manage vehicle registration &

insurance

Prepare claims for diesel & alternative

fuel grant

Manage maintenance of

vehicles

Equipment Management

Property Management

Specify Property Requirements

Acquire Property

Dispose of Property

Manage Building Administration

Establish & Maintain Relationships with

Licensees

Manage Relationship with

Licensees

Calculate Revenue due from Licensees

Specify materials requirements

Materials Management

Acquire & Locate Materials

Maintain inventory of Materials

Select & Manage Asset Maintenance Service Providers

Evaluate & select Asset Maintenance Service Providers

Establish & maintain Asset Maintenance

Contracts

Monitor Service Provider performance

Terminate Contract

Order ManagementFacility / Infrastructure Planning and Design

Transport OperationsAttendance & RosteringFacility / Infrastructure

Development

Operations Planning & Scheduling

Customer Billing & Payment

Operations Monitoring & Control

NCR-Code Management

Service Provider Management

Customer Service Management

Event Information Management

Product Delivery

Production Operations

Facility Asset Management

Facility Information

Performance Management

Production Strategy

System Development & Support Management

Property Management

Out of scope

Complete preparation of orders into consignments

Commence carrier service

Carrier staff verify consignment details & hand

over consignment to contractor

Lodge consignments with carrier

Verify / accept consignment

Visit "trans-ship" port

Complete carrier service

Receive & verify consignments

Handle consignment exceptions

Separate and store containers etc. in preparation

for transport to facility

Domestic Carrier Transport Operations

Transport Facility Management

Time and Attendance

Monitoring & Control

Review Facility Performance & implement

improvements

Planning & Scheduling

Staffing & Rostering

Planning & Monitoring of Carrier Services

Determine required lodgement &

handover times

Receive new/ updated schedules

from carriers

Develop & maintain carrier lodgement

schedules

Monitor carrier services & provide corrective action

Assess disputed/late consignments

I nternational CarrierTransport Operations

Receive inbound containers at origin

port

Handover outbound containers at

destination port

Transport bond containers from origin port to destination port

NCR-Code Updates

Capture Machine Configuration

Changes

Capture Tool Changes

Capture Machine Changes

Capture and Notify NCR-Code Changes

Manage Post-Production Operations

Establish Production Volumes

Time and Attendance

Monitor Post-Production Operations

Corrective Action

Review Facility Performance &

Implement Improvements

Staffing & Rostering

Plan & Schedule Operations

Setup forNon-Contractor

Delivery

Handle delivery vehicle incidents

Check & Prepare Delivery Vehicles

Document Handover to Transport

Driver

CaptureNon-Contractor Delivery Events

Deliver Container to Customer

Handle Customer Returns

Operate Vehicle for Transport Runs

Drop Off / Pick Up at Facility Depot

Setup forContractorDelivery

Receive Container from Contractor

Drop-Off

Receive Misdirected Container from

Contractor

Deliver Container via Contractor

Record errors & notify customer

Store articles

Verify Customer Pick-up

Handle Undeliverables

(including missorts)

Calculate Priority Delivery Charge

Capture Contractor Delivery Events

Despatch Container for Contractor

Pick-Up

Facility Administration

General AdministrationIndustrial Relations

Manage Transport Sub-Contractors

Maintain Contractor Service Information

Evaluate & Select Transport

Contractors

Establish & Maintain Transport Contracts

Monitor Contractor Performance

Manage Payments to Contractors

Terminate Contract

Select & Manage Agencies

Evaluate & Select Agencies

Establish & Maintain Contracts with

Agencies

Monitor Agency Performance

Manage Payments To/From Agencies

Terminate Contract with Agency

NCR-Code Management

NCR-Data Strategy, Policy &

Procedures

Maintain NCR Information

Maintain Machine Configuration Data

NCR Configuration Improvement

Manage Machine-Specific NCR Configuration

NCR Code-Sharing Management &

Support

Processing Procedure, Policies

& Governance

Processing Strategies

Processing Strategy & Design

Develop Processing Plans

Manage Facility I nformation

Define Costing Reference Data

Maintain Prod’n Structure

Information

Define terminology, & codes

Manage barcoding standards, formats & characteristics

Manage central storage of event

information

Manage inventory of

scanners

Manage central storage of production

volumes

Performance Management

Measurement of Service Quality

Measure Financial Performance

Measurement of Resource Utilisation

Performance Analysis

Production Systems

Initiate Project

Evaluate Solutions

Finalise Project

Systems support & maintenance

Develop / Enhance System

Implement System

Determine business systems

strategies

Systems control & Administration

Facility / I nfrastructure Design & Development

Specify Facility Requirements

Model Proposed Solutions

Select & Design Preferred Solution

Plan & Schedule Facility

Development

Implement Facility Changes

Construct Facilities & Equipment

Production Planning

Determine prod’n strategy & direction

Capacity Planning

Investment Planning

Determine prod’n principles &

policies

Legislative Compliance

Develop & maintain Dangerous Goods

policies & procedures

Production Capacity Analysis

Develop business perf. measures &

targets

Manage Core Business

Develop Business Strategies

Develop Business Plans

Receive Transfers at Facility

Transfers Damage Check

Slotting / Sequencing

Interleaving

Pre-Mould Verify

Slippage Adjustment

Batch Alignment for Moulding

Pre-Production Processing at

Facility

Capture Processing Events

Materials Receipt and Verification

Inspection of inbound materials

Process “Under Bond” Materials

Process Hazardous Materials

Handover Materials to Warehouse

Licensee Outbound Operations

Inspection of outbound product

Prepare licensee consignment for

despatch

Capture outbound volumes and

events

Despatch outbound product via licensee

carrier

Equipment Maintenance

Handle Non-Valid Orders

Machine Preparation

Moulding

Prepare agency consignments

Prepare product for road transport

Production Operations

Capture production events

Inward Dock Operations

Initial Preparation

Move Product between

processing steps

Machine Production

Order Configuration

Manual Preparation

Stream orders into production

batches

Manage batch containers prior

to pick up

Manage business performance &

operations

Manage Projects

Co-ordinate Projects

Accept Inbound Requests

Design, Specify & Evaluate New

Equipment

Purchase/Dispose Equipment &

Spares

Install & Relocate Equipment

Develop Maintenance

Strategies

Monitor & Optimise Performance &

Reliability

Ensure Logistics & OH&S Compliance

Manage Equipment Configuration

Manage Technical Documents &

Support Systems

Manage Inventory, Repairs & Stores

Infrastructure

Capture Consolidation

Events

Capture volumes & machine statistics

Plan & Schedule Equipment

Maintenance

Perform & Reord Equipment

Maintenance

Correct & Record Equipment Faults &

Parts Usage

Monitor & Report Maintenance Compliance

Modify Equipment

Optimise Equipment

Performance & Reliability

Perform & Manage Stores Function

Manage Technical Documents

Maintain Technical Help Desk

Business Systems Model

Same colour-coding is used in detail-models, Information Systems Model

Layout and content is identical to

Functional Business Model

Colour-codes for business-system

‘clusters’

Business Systems Model

•Shows clusters on Functional Business Model

• clustered activities perform similar functions or share a lot of information

• each cluster is called a business system

•Groups together activities that are likely to be supported by the same information systems

• leads to purchase or development of computer systems that do not overlap in functionality

•Overview model: colour-coded Function Model

•Detailed model for each Business System

•model includes text descriptions of business systems

Machine Preparation

Business System Model – Production Operations (Main Facility)

Transport Operations

containersof product

machinable product

machinable product

completedproduct

non machinable product

rejected product

non-valid orders

non machinable product

Transport Operations

Event Information Management

productvolumes

& machinestatistics

machine statistics

material flow data flow

production statistics

Manual Preparation Move Product

between processing steps

Moulding

Facility Information

mould plan

pre-mouldedproduct

completed product

Handle Non-Valid Orders

product incontainers

completed product

Facility Information

production plan

machine statistics

Inward Dock Operations

Order Configuration

containersof product

product forroad transport

agency / licenseeconsignments

taggedproduct

consignment ready for handover to carrier

Complete preparation of consignments

Prepare agency consignments

Prepare product for road transport

Operations Planning & Scheduling

plans and schedules

result

image

productionconfiguration

productionconfiguration

product for agency

production plan

non-valid orders

all activities

OrderManagement

accepted order(where acceptance

occurs at same location)

pre-coded orders

NCR-Code Management

machine-specificconfiguration

machine-specificconfiguration

licenseeconsignments

product plans,

Initial Preparation

Machine Production

Operations Monitoring &

Control

Corrective Action

all activities

Business System detail

Icons indicate process-types:

Manual processes

Machine processes

IT-based processes

Mixed processes

Information Systems Model

Similar overall layout to Functional Business Model

Same colour-coding as Business Systems Model(unrepresented Business Systems assumed to need no Information System support)

Performance Management NCR-Code Management

NCR-CodeManagement

NCR-CodeManagement

Services

NCR-Code Software Approval

Machine-Configuration ManagementMachine-code

NCR-Code file

NCR Configuration

NCR-Code

Machine-class data

Machine-code

Requests for new code-sets

Operations Monitoring & Control

Production Monitoring

(Inb’d / Outb’d)

Transport Monitoring

Production Monitoring

(Processing)

Order Management

Customer Order Quality

Assurance

Automated Transfer

Preparation

Transfer Quality Management

Prepare Transfer Production

Process Transfer Order

Generate Planned

Transfer Data

Barcode issues

Transfer volumes (planned & actual)

Customer Service Management

Accept Request

Customer

Accept Other Request

Partner Items Management

Core service details

Other service details

Customer details

Service performance by product

Product Service Performance Reporting &

Analysis

Infrastructure Performance Reporting &

Analysis

Production Performance

Performance Reporting (Inbound/Outbound)

Facility Performance

Reporting (Processing)

Transport Performance

Reporting

Inbound/outbound performance Processing

performance

Transport performance

Infrastructure performance, performance measures & targets

Performancedetails

Production Processing Operations

post-mould

Milling Machine

Shaping Machine

Manage Customer Transfers

Pre-Despatch

Moulding

Produce Container

Labels

Robot Transfer

Auto-Rectify

Pre-Sort Machine

Manage Materials Storage

partialmould

rectifiedmould

tag and pre-sort

Tray Management

System

pre-mill before mould

Facility Asset Management

Fleet Management

Facility Asset Inventory

Management

Facility Asset Maintenance Management

Scanner Management

Spare Parts Management

FacilityAsset

Asset details

Asset maintenancefaults & parts usage

Assetdetails

Vehicle details

Scanner details

Materials details& parts usage

Parts re-supply& distribution

Facility Information Management

Maintain Basic Reference Data

Maintain Costing Reference Data

Maintain Facility

Structure

Production Plans

Management

Network nodes, product path

Reference data

Basicreference

data

Costing reference data

Network nodes, product path

Reference Data

ProductionStructure

Productplans

Operations Planning & SchedulingDetermine Production

Volumes

Production Volume

Forecasting

Production Planning

(Inb’d/Outb’d)

Transport Scheduling

Transport Service Demand

Production Planning

(Processing)

Plans & Schedules

Daily plans (inb’d / outb’d)

Daily plans (processing)

Daily volume

forecasts

Expectedvolumes

(from orig. facilityor bulk orders)

Volumesexpected from

processing facility(today)

Dailyvolume

forecasts

Work requirements(ongoing &

ad hoc)

Transport schedules

Service Provider Management

Service Provider

Management

Service Provider

Service provider details &

arrangementsLicensee

Management

Maintain Geographic

Information & Maps

Facility / Infrastructure Planning & Design

Attendance & Rostering

RosteringTime &

Attendance & Labour Usage

Daily Rosters

Attendance & Rostering

Daily Rosters

Attendance & actual

labour usage

Event Information Management

Production volumes & machine statistics

Capture Transport Run

Events

Capture Production

Events

Capture Prod’n Volumes and

Machine Statistics

Central Management

of Event Information

Machine & Asset Event

Transport eventsProduction

events

Events

Onboard Vehicle Data

Capture

Vehiclestatistics

Facility Modelling & Optimisation

Machine Records

Machine statistics

Corrective Action

Management

Counter Order Delivery

Management

Missort & Reject

Analysis

Counter orderdetails

Network nodes, product path

Information Systems Integration

Report Service Status to Customer

Customerdetails

OperationsProcess

OutboundTransport

Customer InterfaceCustomer

Accept

Facilities Manage Production

(or across all functions)

Plans & schedules

Attendance & labour usage

Events

Events

Service Provider performance

Attendance & labour usage

Facility information

Facility information,

production plans

NCR-codesand machineconfigurations

Facilityinformation

Facility information &reference data

Track events

Asset costs, unavailability, faults

Productionvolumes & events

Lodgement volumes & events

Asset maintenance performed by service providers

Service provider events

Carrier arrangements

Asset availability

Productvolumes

NCR &production

plans

Asset events

NCR-code data

NCR-codesand machineconfiguration

Issues

IssuesTransportincidents

Information Systems Model

• Identifies chunks of IT functions required to support each Business System

• each chunk is an information system

• Information systems do not imply what IT application will be used

• describe broadly what we want IT apps to do

• Define information systems for the whole without reference to existing IT applications, to ensure:

• apps perform functions that make sense to do together

• apps do not overlap in functionality

• apps cover all the functionality we require

Practice: ClusteringFor your present change-processes…

• Do you use a clustering-model to guide mapping of interdependencies, and inter-project scheduling, in the roadmap?

• If yes, what clusters do you use? With what boundaries? For what purposes?

• If no, what differences might the use of a clustering-model make?

Review potential usage in your change-process.

Interdependency:Backbone and edge

ORDER(a sense of ‘the known’)

UNORDER(a sense of ‘the unknown’)

We need governance that can adapt to work with the full spectrum.

A spectrum of uncertainty

One of the hardest partsof working with uncertaintyis to build the right balance

between known and unknown- between backbone and edge.

A spectrum of services

Backbone and edgeorder

(rules do work here)unorder

(rules don’t work here)

fail-safe(high-dependency)

safe-fail(low-dependency)

analysis(knowable result)

experiment(unknowable result)

BACKBONE EDGE

Waterfall(‘controlled’ change)

Agile(iterative change)

Backbone, domain and edgeorder unorder

fail-safe(high-dependency)

BACKBONEsafe-fail

(low-dependency)

EDGE

plan

actual

Waterfall(‘controlled’ change)

Agile(iterative change)

Mixed(guided change)

analysis(knowable result)

DOMAINexperiment

(unknowable result)

Choices:

Everything we place in the backbone is a constraint on agility;

anything we omit from the backbonemay not be dependable.

It’s not an easy trade-off…

Vision and valuesare always part of the backbone:

values as ‘shared-services’.

A spectrum of servicesalso implies

a spectrum of governance:governance of governance itself.

Practice: StabilityFor your architecture project-portfolio…

• Which elements and services fit more in backbone, domain or edge?

• What governance should be applied to each: Waterfall, Agile, Mixed?

• If Mixed, how would the appropriate mix be identified and governed?

Use your answers to guide design-choices

Interdependency:Pace-layering and change

Everything changes

Which means we’ll needto design for change

– design for change, not against it

Pace-layering (and more)

Different elements change at different rates – from days to decades.

Different elements have different lifetimes – from nanoseconds to centuries.

Different elements reference other elements that have different rates of

change, and different lifetimes.

It gets kinda complicated…

We needgovernance.

(Okay, it’s not a popular word...but we do have to face it,

otherwise nothing works...)

Waterfall?

or Agile?

or what?

(the only thing that’s certain is that one-size-doesn’t-fit-all...)

A practical answer:

All of them, together(Waterfall, Agile and Mixed)

again using the architecture-pattern of

backbone and edge...

Everything changes…

Practice: ChangeFor your architecture and its roadmap…

• How does each element change over time, and why?

• How do you manage migration into and out of the backbone?

• What governance is needed to manage this, and governance of governance itself?

Use your answers to guide governance-choices

Planning for uncertainty and complexity

“Let’s take a quick SCAN of this…”

Simple Not-known

Complicated Ambiguous

NOW!

certain

uncertain

before

Use context-maps such as SCANto identify

what may or must changewhat is or is not certain

how these vary over timeand what to do with each

Making sense of complexity

Plan versus action

NOW!

before

certain

uncertain

edge of action

‘Complicated’

‘Simple’

PLAN

ACTION

“No plan survives first contactwith Reality Department”

Plan and action

NOW!

before

certain

uncertain

‘Complicated’

‘Simple’

PLAN

ACTION

(we need feedback loops between plan

and action)rules

realities

Theory and practice

NOW!

before

certain

uncertain

THEORYWhat we plan to do, in the expected conditions

What we actually do, in the actual conditions

PRACTICE

Theory and practice

NOW!

before

certain

uncertain

“In THEORY,there’s no difference

between theoryand practice…

…in PRACTICE,there is!”

WAAAAHHH!!!

How can wecontrol all of this?

Short-answer: we can’t.

‘Control’ is itselfmostly an illusion…

ORDER(IT-type rules do work here)

Take control! Impose order!

“Insanityis doing

the same thingand expecting

different results”(Albert Einstein)

certain

uncertain

“Insanityis doing

the same thingand expecting

the same results”(not Albert Einstein)

ORDER(IT-type rules do work here)

UNORDER(IT-type rules don’t work here)

Order and unorder

“Insanityis doing

the same thingand expecting

different results”(Albert Einstein)

certain

uncertain

edge of uncertainty

A quest for certainty: analysis, algorithms, identicality, efficiency, business-rule engines, executable models, Six Sigma...

SAMENESS(IT-systems do work

well here)

UNIQUENESS(IT-systems don’t work

well here)

Same and different

An acceptance of uncertainty: experiment, patterns, probabilities, ‘design-thinking’, unstructured process...

certain

uncertain

standardised

A bunch of similar spectra…

customised unique

predictability unpredictability

high-probability low-probability

high-dependability low-dependability

reusability bespoke

low rate of change high rate of change

Certain and uncertain

NOW!

certain

uncertain

(we need feedback loops between analysis and experimentation)

‘Complicated’(EVALUATE)

‘Ambiguous’(EXPERIMENT)

edge of uncertainty

questions

answers

before

Complexityincludes themes such as

wicked-problems

•definable formulation

•each essentially same

•finite dependency

•static ‘solution’

•outcome is true/false

•clear end-point(‘finite-game’)

‘TAME’(‘control’ can work here)

‘WICKED’(‘control’ can’t work here)

Tame- and wicked-problems

certain

uncertain

•no definable formulation

•each essentially unique

•infinite dependency

•dynamic ‘re-solution’

•outcome good/not-good

•no clear end-point(‘infinite-game’)

Use the right modelsfor each domain...

don’t mix them up!

Think VUCA:

• Volatile• Uncertain• Complex

• Ambiguous

Many meanings of ‘Complexity’…

(and of ‘Chaos’ or ‘Chaotic’, too)

– we need to embrace them all(not make the Simplistic assertion

that only one kind is ‘the real complexity’…)

Roger Sessions:

“eliminate complexity!”(Simple Iterative

Partitions; Snowman)

SAMENESS(most IT-type modelsdo work well for this)

UNIQUENESS(most IT-type models

don’t work well for this)

Complexity: they’re both right…

certain

uncertain

John Seddon:

“embrace complexity!”(Vanguard Method; ‘failure-demand’)

NOTE:

‘self-similar’ is not the same as‘the same’…

‘high-probability’ does not mean‘will always happen’…

‘low-probability’ does not mean‘will never happen’…

Use the right tacticsfor each domain...

don’t mix them up!

The real challenge…

CC-BY-NC-SA grrrl via Flickr

“Accept the burden of uncertainty…be comfortablewith being uncomfortable.”

Linking it all together

NOW!

certain

uncertain

‘Simple’(ENACT)

‘Not-known’(EXPLORE)

edge of panic

fears

options

‘Complicated’(EVALUATE)

‘Ambiguous’(EXPERIMENT)

edge of uncertainty

questions

answers

newsprinciples edge of

innovationrealitiesrules edge of

action

before

Common themes in each domain

order unorder

SIMPLE(enact)

regulationrotation(rules)

NOT-KNOWN(explore)reframe

rich-randomness(principles)

COMPLICATED(evaluate)

reciprocationresonance(algorithms)

AMBIGUOUS(experiment)

recursionreflexion

(patterns, guidelines)

NOW!

certain

uncertain

plan

actual

before

Practice: ComplexityFor your enterprise-architecture roadmap…

• What are the inherent-uncertainties within the scope of your current business-change?

• How do you distinguish between inherent-uncertainty, versus mere poor execution?

• How do you work with the uncertainty and complexity, rather than trying to ‘control’ it?

Use your answers to guide governance-choices

Budgeting for uncertainty:Using a ‘decision-dartboard’

Budgeting: time and cost

Projects on the roadmap need budgets of time and cost – yet which also allow for interdependencies, uncertainties, pace-

layering and other variances

‘Decision-dartboard’ is an adaptation of SCAN to help with this type of budgeting,

developed by Kai Schlüter at Danfoss

SCAN framework

order unorder

SIMPLE(enact)

regulationrotation(rules)

NOT-KNOWN(explore)reframe

rich-randomness(principles)

COMPLICATED(evaluate)

reciprocationresonance(algorithms)

AMBIGUOUS(experiment)

recursionreflexion

(patterns, guidelines)

NOW!

certain

uncertain

plan

actual

before

SCAN as ‘decision-dartboard’

order unorder

NOW!

certain

uncertain

plan

actual

before

NOT-KNOWN“don’t know if it’s possible”

budget as riskwith predefined exit-condition

(unknown time/cost/result)

COMPLICATED“will require calculation”

budget aspre-assessed estimate

(variant time/cost, known result)

AMBIGUOUS“assess for best option”

budget as Agile-type experiment-series

(known time/cost, variant result)

SIMPLE“we know how to do this”

budget aspredefined item

(known time/cost/result)

Practice: BudgetingThrow each task at a ‘decision-dartboard’…• Simple: “we know how to do this”

• identify fixed cost, time, and required result

• Complicated: “will require calculation”• identify expected variance in time and cost

• Ambiguous: “assess for best option”• identify options to assess, time/cost budget

• Not-known: “don’t know if it’s possible”• identify risk-tolerance, initial-budget and go/no-go

Use your answers to guide schedule/budget choices

People:Guiding change

CC-BY AllBrazilian via Wikimedia

It’s always about people…

Why skills are needed…What is always going to be

uncertain or unique?

(‘Messy’ – politics, management, inherent-uncertainty, wicked-problems, ‘should’ vs ‘is’, etc.)

What will always be ‘messy’?

Wherever these occur,we’re going to need human skill…

What will need new interpretationand understanding?

How can wecontrol all of this?

Short-answer: we can’t.

‘Control’ is itselfmostly an illusion…

…especially wherever peopleare involved in the story…

WAAAAHHH!!!

DON’T WORRY:

Yes, ‘control’ is an illusion…

but influence is not an illusion…

That’s why politics, soft-skillsand respectful relationsare so important here…

One important proviso:

you’ll need support ‘from the top’…

- probably all the way to senior executive -

…you’ll need that authority, to bridge across silos, talk with anyone, and more.

(Without that high-level support, this change-journey may well be going nowhere…)

‘The Dance of Change’

Peter Sengé et al.(Nicholas Brealey Publishing, 1999;ISBN 1-85788-243-1)

Describes the key ‘people-issues’ that arise during transformative change, and what to do about them

‘The Dance of Change’•The challenges of initiating• Not enough time

• No help (Coaching and support)

• Not relevant

•Walking the talk

•The challenges of sustaining• Fear and anxiety

• Assessment and measurement

• True-believers and non-believers

•The challenges of redesigning and rethinking•Governance

• Diffusion

• Strategy and purpose

The role of consultants

but that need for deep social-networkswithin the organisation usually makes

it unwise to use external-consultantsto do the architecture-governance itself.

External-consultants are useful to helpin building the skillsets and competence

of architects and other internal-consultants…

Practice: PeopleFor the change-context of your roadmap…• Who are the stakeholders in this change?

• What soft-skills do you need, for this to work well? Do you have these skills?

• What are the politics and relations you need – all the way from ‘the top’ to ‘the bottom’?

• How will you manage the Dance of Change?

• What appropriate role for consultants here?

Use your answers to guide governance-choices

People:Building the story

Simple changes have roadmaps like city streets…

…that story of change is quite easy to describe and explain…

…mapped out in terms of (time)-horizons and simple cross-dependencies

Large-scale change is more like setting out to explore an uncharted ocean…

…it needs a different kind of planning…

…a different kind of story…

A real exampleMajor business-transformation project (c.5 years, US$100mil)

Model developed by and provided courtesy of Ondrej Gálik

The ‘burning land’…

Essentials for the journey…

Platform for change: tools, systems, processes, models, records, funds, resources

People for change: skills, experience, teamwork, commitment; tools for sensemaking, decisions, governance

Guidance for change: maps of the known (as-is) and ideal (to-be); rules, principles, navigation, ‘guiding-star’

Out to sea…

Arriving in the new land…

Practice: Change-storyFor a current transformation-project…

• How would you create a sense of urgency and desire for change – a ‘burning land’?

• What are the fundamentals for the journey – the ‘ship’, the platform for change; the ‘crew’ and their skills; the map, the compass, the guiding-star?

• How would the story show how to traverse through uncharted waters – and any ‘here be dragons’ places?

• How would you describe how to know when you’ve arrived at the right destination?

How would you describe your EA change-story?

Summary: EA Roadmaps• Interdependencies

• maturity-model, clustering, backbone and edge, pace-layering

• Complexity and uncertainty• Plan and action, order and unorder, volatility, tame vs wild

• Scheduling and budgeting• Backbone and edge, ‘decision-dartboard’

• Engaging people in change• Soft-skills and politics, ‘the dance of change’, governance

• Creating a shared-story• ‘Burning lands’, across uncharted waters, safe harbour

Any insights from this?

CC-BY-ND-SA ores2k via Flickr

“What’s the story?”Thank you!

Contact: Tom Graves

Company: Tetradian Consulting

Email: tom@tetradian.com

Twitter: @tetradian ( http://twitter.com/tetradian )

Weblog: http://weblog.tetradian.com

Slidedecks: http://www.slideshare.net/tetradian

Publications: http://tetradianbooks.com

Books: • The enterprise as story: the role of narrative in enterprise-architecture (2012)

• Mapping the enterprise: modelling the enterprise as services with the Enterprise Canvas (2010)

• Everyday enterprise-architecture: sensemaking, strategy, structures and solutions (2010)

• Doing enterprise-architecture: process and practice in the real enterprise (2009)

Further information: