Reaching the Pinnacle: A Methodology of Business Understanding, Technology Planning, and Change (Implementing and Managing Enterprise Architecture) by Holcman Mr Samuel B

Author:Holcman, Mr Samuel B [Holcman, Mr Samuel B]
Language: eng
Format: epub
Published: 2017-06-26T16:00:00+00:00

CHAPTER 6

ENTERPRISE MODEL ANALYSIS

Overview

In the enterprise modeling phase, the Architecture Work Group identified and described the Processes, Materials, Roles, Locations, and Events required to support the mission and Goals of the organization in its future state. They also identified the Processes, Materials, Roles, Locations, and Events that currently support the enterprise Goals. In the systems inventory phase, the Planning Team worked with business and technology partners to assess and document how well the current systems support the enterprise. The enterprise model analysis phase uses the enterprise models and systems inventory to define and refine the target architecture and identify the projects required to transform the enterprise to reach its desired future state.

In the enterprise model analysis phase, you will first develop Implementation Models that identify associations between the Architecture Models’ artifacts. The Implementation Models are used to analyze the relationships between the Goals, Processes, Materials, Roles, Locations, Events, and systems. There are many types of Implementation Models, but decades of Enterprise Architecture practice enables us to suggest a set of Implementation Models that are most immediately valuable.

The first Implementation Model is used to determine which Processes support which Goals of the organization. The second represents the relationship between Materials required by each Process so that it is performed correctly. The third Implementation Model is used to determine which Processes have been automated—and how many times. This model is the relationship between Processes and systems. The fourth Implementation Model is used to determine what organizational Roles are required to perform each Process, and possibly, which Processes are not supported by any work efforts.

By combining the Processes-to-Goals Implementation Model and the Processes-to-Roles Implementation Model, the team can identify which work efforts are traceable to which Goals. The team will start to discover how Enterprise Architecture can increase productivity and reduce costs by identifying and eliminating work efforts that do not directly support the business Goals. The analysis can be sensitive, because some people will learn that their organization is wasting resources on Processes and Materials that are no longer optimal in the business environment. Explicit representations that are traceable and verifiable are the key to this understanding.

After the Implementation Models are developed, an affinity analysis algorithm is used to identify candidate projects or initiatives. Used in mathematical sciences for decades, the process is used to group Goals, Processes, Materials, Roles, Locations, Events, and other Enterprise Architecture attributes if modeled, such as systems. The Planning Team combines the outputs of the affinity analysis with the Implementation Models and systems inventory to refine the initiatives and projects. Once it has scoped the projects, it adds supplemental information to each one. The Core Business Team is critical to this process, because its members possess a deep understanding of the business and industry.

An initiative has many uses. Segmenting the Enterprise Model into manageable work units—units that may include candidates for automation or mechanization—is one kind of initiative. The initiative can be used as a risk analysis tool or as an unintended-consequences analysis tool. Each initiative defines

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