Structure & Culture Concepts

Break into Groups

Summarize the Lecture along the lines of:

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

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

Tutorial Agenda

Deeper Understanding of1. EA as a Complex System Model2. Defining Structure3. Types of organisation structures4. Defining culture5. Interplay between structure & culture6. Clarifying the difference between Organisation & Enterprise 7. EA Toolkits

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

8. Tutorial Questions9. Case Study

Why is EA a Complex System?

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

Can’t predict system

behaviour

Terminology: Organisation Vs Enterprise

EnterpriseOperating ViewsOperating ViewsOperating Views

Operating Viewwithin & across BUs, locations, functions, etc

Is

Organisation

Has

It’s a matter of personal contextual interpretation.Hence, Bernard’s interpreted contexts are:

An Enterprise is a System of System

“Enterprise”Operating ViewsOperating ViewsOperating Views

Operating Viewwithin & across BUs, locations, functions, etc

Is

Organisation

Has many

Like a Meta (Above) “Enterprise System”

Various enterprise systems

1. EA Management Program governance activities apply at this corporate level view

2. The upper layers of EA analysis and design modelling apply at this corporate level view

hence

1. Compliance EA Management Program spec at these system levels’ views

2. All layers of EA analysis and design work also apply at these system levels’ views

Hence EA as a Meta Discipline - #1

Because meta means above a discipline, a meta discipline can also be regarded as system of system, where a “system is a set elements, connected together, which form a whole; this showing properties which are properties of the whole

rather than of its component parts” (Checkland in Really Learning, 2014)

EA is a meta discipline because:

1. As a system of system, it is regarded as a corporate level system of different enterprise views of how an organisation integrates its strategic, business and technology resources in providing its service oriented capabilities and market driven products

2. More specifically, EA, as a meta system gives the meta-contexts and standards for implementing all (strategic and operating) management and technology best practices for organisations

Why is EA a Complex System?

Non LinearBusiness System Components

Non LinearICT System

ComponentsEA

Concepts & Theories

Concepts & Theories

Behaviours& Practices

Behaviours& Practices

Hence EA as a Meta Discipline - #2

A meta discipline is “discipline based on the integration of other disciplinary knowledge into a new ‘whole”

(Lantz, 2009)Examples: Science, technology, engineering

and mathematics disciplines

EA is a meta discipline because:

1. Is based on an integration of concepts from the business (organisation theories) and ICT (system theories) domains

Hence EA as a Meta Discipline - #3

So can you find other definitions of meta

disciplines & apply the definitions to say why EA is

a meta discipline?

EA is a meta discipline because:

1. Application of your “Meta discipline” definition

2. Maybe more literature based concepts to elaborate / illustrate your inferred application of “Meta discipline” definition

Maybe further elaborations

Don’t forget to quote references to your reasons why EA is considered a

meta discipline

What are the impact differences of org & system theories on small and large enterprises’ EA development?

People & Politics factorsOrganisation factorsCompetition factors

ICT Mgt factorsSDLC Methods

SE Methods

Influencing Factors’ Comparison SME Large Enterprises

Identify what people factors you can compare

Identify what org factors you can compare

Identify what competition factors you can compare

Identify what ICT Mgt factors you can compareIdentity what SDLC , SE and other ICT dev competencies you can compare

State the differences, validated by logic and/or

literature references

An approach is to look at the various papers about the influences of organisation and system theories on EA or enterprise systems, and use their underlying concepts as comparison criteria

Defining Organisational Structure

..... and there are others not mentioned

Definitionsfrom

Definition from the Leavitt Diamond Model (1965)

Technology Process

Structure

People

Chain of Command Configuration

Leadership & Culture

Business Activities & Inform

ation FlowsO

pen

Syst

em S

ocia

l Tec

hnic

al U

seab

ility

Any changes in one will affect the Other

Why is EA Complex?

Types of Organisation StructuresBottom Up Top Down

NetworkCollaborative

Organisational & System Theories have influenced the development of EA Concepts & Practices

People & Politics factorsOrganisation factorsCompetition factors

ICT Mgt factorsSDLC Methods

SE Methods

+ Leadership

What is Culture ?

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

Shape behaviours at home/work/etc Situation Outcomes

COMMUNICATIONSTYLES

STRATEGY THINKING

STYLES

LEADERSHIP STYLES

MANAGEMENT

STYLESPROBLEM

SOLVING STYLES

Explore 2 EA Components today

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

Example:

Part of ANZ Bank’s Org Structure

Understanding the Interplays of Org Culture & Structure

Structure & Culture InterplayBottom Up Top Down

BehavioursInstructional directives

Exclusive Decision Making

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

BehavioursConsensus Agreed Directives

Grass Roots Influenced Decision Making

We tell we do

Structure & Culture Interplay

BehavioursTop Down/Bottom Up (Competence Based) Directives

Exclusive/Inclusive (Competence Based) Decision Making

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

We tell we doDo it / Can Do

AND we all support One or AllAdaptive = Agile Capacity

NetworkCollaborative

Strategy & Leadership Interplay

STRUCTURE

CULTUREEnables(Efficacy

of chain of command execution

Makes or Breaks

influences

Makes or Breaks

(Efficacy of chain of command execution)

enabled by

Influences

Influenced by

When organisation culture is operational

STRUCTURE

CULTURE

influences

Makes or Breaks

Influences

Influenced by

What happens?Org becomes operationally tactical , not

strategic

Enables(Efficacy

of chain of command execution

(Efficacy of chain of command execution)

enabled by

Structure & Culture InterplayPresent EA contexts based on (a) the Culture of Organisation

And (b) who presenters report to (structure)

Organisational & System Theories have influenced the development of EA Concepts & Practices

People & Politics factorsOrganisation factorsCompetition factors

ICT Mgt factorsSDLC Methods

SE Methods

Leavitt Diamond Org Model

The Parsons/Thompson Model which explains the corporate

level, management & technical perspectives of org structures &

functional activity foci

How Bernard used the Parsons/Thompson

Model to structure the EA3 work groupings

EA Toolkits

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

What are Standards?

(Standards Australia, 2014)

Lay Language: is a level of quality attainment that is used as measure, norm or model in comparison evaluations

What are Best Practices?

(Technopedia, 2014)

EA Standards

Process Standards Modelling Standards

Methods Spec-Formats

Proprietary or Community Shared StandardsEg Zackman EA, TOGAF, etc

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

EA Management Program Processes

BUT What do the Actual Architecture Models Look Like?

Example: The Open Group Architecture Framework Standard (TOGAF)

EA Processes

Eg using UML notations for modelling artefacts

Eg using ITIL to frame ICT methods & artefacts

EA (analysis & design) ModelsWhat to They Look Like?

Visual SpecsText Specs

Multimedia Specs

Documentation of EA Models

What to They Look Like?

UML Notations

Rich Pictures

EA (analysis & design) ModelsWhat to They Look Like?

Use standards like UML Notations

Rich Pictures

EA

EA in Corporate Governance

EA as Part of Corporate Governance Framework

EA Culture fostered by:• Corporate Governance Roles &

responsibilities + performance appraisal• Training & career paths Applies to all ICT

org. projects*

* Are:• Portfolios• Programs• Projects

Corporate Governance (CG) 101Where CG applies?

What is Involved in CG work?

7) Tutorial Tasks

Break into Groups and Develop and Present Answers to

Allocated Q

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

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

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

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

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

Case Study

Break up into Groups(1) Conceptualise the key conversations

(2) What is

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

Kate Jarvis (COO)

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

Integrate info across• Sales• Inventory• Production

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

Sam Young(CIO)

Jim Gorman(CFO)

Capacity to compete with competitorMitigate production inefficiency

Improve cost management

Decision Options: Buy 1, Buy 2?

Rob Danforth(CEO)

Gerald Montes(Chief Council)

LAST WEEKSCENE 1

What’s this week Conversation About?

Split into groupsUse Visual Graphics to Summarize

Lily Jefferson

System Analyst

VinceThe Albright

Architect

Sales & ProductionDepartment

FinanceDepartment

Analyse Kate & Jim’s System Requirements

Infer DMC’s Strategic GoalsEg New Custom Order Line of

Business for Next Year

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

solution?

EA will align each current & future departments,

increase cost savings into the future, BUT will cost

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

1What is DMC

organisation culture?

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

2Can you describe

DMC organisation structure?