Client X Enterprise Architecture

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DELIVERY CORP.X

The requirement for Enterprise Architecture

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INFO376CLINTON DEN HEYER 300017627

CASE PROJECT: Rai, A., Venkatesh, V., Bala, H., & Lewis, M. (2010). Transitioning to a Modular Enterprise Architecture: Drivers, Constraints, and Actions. MIS Quarterly Executive, 14(4).

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Contents0.1. Suggested Architecture0.2. Context0.3. Channels0.4. Assumptions

1. The need for an Enterprise Architecture2. The Architecture Vision3. Main Stakeholders4. Suitable Business Goals and Goal Catalogue5. Key Documentation:

5.1 Business Entity Diagram 5.2 Actor Organization and Catalogue 5.3 Actor Role Diagrams 5.4 Functional Decomposition Diagram 5.5 Business Use Case Diagrams

6. Appendices

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Suggested Enterprise Architecture: High Level Overview

Business Intent

Suggested Business ArchitectureDrivers

Organisation Design

OBJECTIVEKEY RESULTCORE VALUE:

We All Help People

Governance

Architecture Governance IT Governance Policies &

Procedures

Business Capabilities People Business Processes

Technology

Partners:Board

Directors/Shareholders

Parent CompanyDelivery Corp.

Subsidiaries

Influencers

Optimize Core Bus. Processes

Maintain Comp. Advantage

Opt. Cust Value Proposition

Inform Decision Making

Resource optimizationAGILE MGMT:

M&AChange

Stakeholder

Innovation Incubator

DELIVERY CORP.

SubsidiariesFranchises

Global Partners

CHANNELS:CRM

FinancialD&A

LogisticsKX

Board/Shareholders

Parent Company: ERP Suggested

C Level

Org. Flow ChartsBoard

ShareholdersC-Level:Matrix

Parent Company:MATRIX

Innovation Incub:FLAT/Distributed

Delivery Corp:HYBRID

Subsidiaries:Case by Case

CustomersBuyers

Advocates

Demand Spaces

Programmes

Products Services

Operating Model

Superstructure

Governance forums and Management cadence

Key Strategic Metrics

Accountability

Talent Requirements

Behavioural Expectations

Greater Value Proposition

How does the organisation give

back to the economy it is operating in?

How does the organisation create

value for every person it comes in

contact with?

How does the organisation ensure a

better future for its operational

environment?

Strategy:Better before

CheaperRevenue before Cost

Where to PlayHow to PlayPlay to Win

Processes

Delivery Corp and Global Company.Homogenous Mapping.

SUGGESTED ARCHITECTURE 0.1

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CONTEXT 0.2Driven by competitive pressure, Delivery Corp consider

instigating a Modular Enterprise Architecture

Creating an Enterprise Architecture fit to purpose is never an easy task. May factors must be taken into consideration.

The case provided an opportunity to create an Architecture based on Delivery Corp that could be scaled to fit the global organisation.

An explanation is provided in the Appendices.

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CHANNELS 0.3A note on the simplified Channels suggested

CRM software speeds up response and analysis of customer data

Customer Relationship Management

54321It has never been more important,

nor as possible, to collect critical information at all points of the Customer Decision Journey.

Buyer Behaviour

Channels provide the most undiluted forms of data and analytics from source of collection to decision makers. Governed information can add value in real time across global organisations.

Undiluted Information

Efficiency gains are a small part of the benefit of KX. An informed workforce is an agile one.

Sample Text Here

All income and outgoings can be monitored accurately in real time

Financial

Relating to every aspect of the organisations value proposition

Data & Analytics

Real time logistics information is now industry standard

Logistics

KX is now a key component of competitive advantage

Knowledge Management

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ASSUMPTIONS 0.4Predominantly, it is assumed that this document should act as both a presentation and to support an RFP (Request For Proposal)

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PresentationThis would double as a presentation template

01

02

03

04

RFPThis would act as supporting research to an RFP. It is assumed the organization is in the market for a solution

2016That the year is 2016

VacuumThat none of these solutions are already in place

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Optimization of core business processes

Maintain competitive advantage

Optimize customer value proposition

Inform decision making

Resource efficiency

NEED FOR AN ENTERPRISE ARCHITECTURE 1.Five needs have been identified from a high level viewpoint. These needs are also continuous goals, and

are ubiquitous across all levels of the global organization

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A need for Enterprise ArchitectureKey drivers for developing a modular shared infrastructure

Optimization of core business processesConsolidate all processes. Establish clear line of communication. Define, gather and disseminate

resources.

1

Maintain competitive advantageRespond to pressure from customers, stakeholders

and competitors. Establish innovation. Remain profitable.

2

Optimize customer value proposition Standardization of interfaces. Unification of customer services. Consistency at POS. Achieve market agility.

3

Inform decision makingEstablish enterprise view of data. Centralize information channels. Future-proof strategy.

4

Resource efficiencyRationalization of applications. Effective allocation.

Efficient structure. Increase retention and profitability.

5

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ARCHITECTURE VISIONDEFINED 2.Delivery Corp. will produce a global Enterprise Architecture that consolidates processes, is modular and scaled to requirements, and provides value to all stakeholders. The Architecture will inform decision making, create platforms for innovation and communication, and ensure profitability. It will maintain competitive advantage by reducing inefficiencies and maximising effectiviness by providing a basis for which to create a clear and consistent value proposition throughout the organisation.


ASSUMPTIONS MADE 3.STAKEHOLDERS

To be Architecture will require extensive change management

Mergers and Acquisitions (M&A) will require an agile management unit reporting to C-level and Innovation Incubator

Stakeholder satisfaction is critical to brand equity and will require an agile management team

Innovation is a requirement of continual business and organisational future proofing

Customers, buyers and advocates demand the highest level of organisational focus

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Stakeholder Matrix Evaluation of Stakeholders to overall Architectural design

Description of Engagement Impact of Engagement STAKEHOLDER Importance of

EngagementInvestment.

Allocation of C-Level management

High Board High

Decision making. Identification of CSF High C-Level High

Distribution of Resources High Parent Company Critical

Subsidery Medium/High Delivery Corp Medium/HighRoving Problem Solving Teams.

Business continuanceHigh AGILE MGMT High

Assessment and allocation of

innovative assetsCritical Innovation Incubator Critical

Lifeblood of organisation Critical Customers/Buyers/

Advocates Critical

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Diagram & Catalogue

GOALS. 4


Goal DiagramGoals and need are interconnected

The creation of the rightEnterprise Architecture enables Vision and Goals

Goals have been structured to be ongoing. They have been designed to support the suggested core strategy, and act as the main drivers for an Enterprise Architecture.

Creation of the right Architecture for any competitive organisation does not have an end point; it is an ongoing process of assessment, adjustment, risk taking, innovation and fine tuning.

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Goal CatalogueIndustry metrics have not been assumed. KPI’s must be established through consultation

Name Bus. Processes

Comp. Advantage

Cust. Value

Desc. Making

Resource Efficiency SMART OPMR

Describe Refine ProcessesEnsure

Competitive Advantage

Increase Customer

Value

Inform Decision Making

Optimize use of resources Specify Objective

Kind Objective Goal Objective Objective Goal Specify Objective

Location Global Global Precise Precise Global Specify Objective

Type Quantative Qualititive Qualititive Qualititive Quantative Measure Perform

KPM Evaluated Evaluated Evaluated Evaluated Firm Actionable Perform

Unit Six Sigma Competitive Analysis

Customer Feedback Survey Six Sigma Realistic Measure

Target Ongoing Ongoing Ongoing Ongoing Ongoing Time Bound Measure

Current Define Define Define Define Define Time Bound Measure

Key Result Define Increase Increase Define Decrease Waste Time Bound Result

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DocumentationKey Documentation needed for the Target Business Architecture

TARGET ARCHITECTURE

5.

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BUSINESS ENTITY

5.1

Once goals are established, change can

be made

Diagram & Dictionary


Business Entity Diagram & DictionaryOverall, the global company needs to adopt a similar Architecture as Delivery Corp.Movements in technology are demanding new ways to approach the architecture of large organisations. Agile, innovation, disruption and changing market demands are all concerns an architecture must consider in order to serve the need for future viability.

Client: : Delivery Corp. Global Requirement :

Bus. EntitySoftware : LucidArt, PowerPoint

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ACTOR 5.2Organisation & Catalogue

Innovation does not always require something new. It

can often mean simply looking at something in a

different way


Actor Organisation

DiagramArchitecture must reduce communication distortion

Change is happening faster than anyone can keep up with. The

digital frontier is expanding in a chaotic network of complexity

which impacts upon business in a multitude of ways. Many appear caught in a perfect storm; using

models that are no longer relevent, playing follow the leader, or simply

crippled by the vast array of choice. Many are falling behind, overspending on technology and wondering why the investment is

not paying off. Yet there are simple solutions.


Actor Catalogue: Global MNGR Innovation Roles: Reporting to C – Level. Managing Innovation Team. Presenting and Championing Innovation. Final

Cut on Incubation.

Responsibilities

Ensuring innovation and team constantly

nurtured.

Mndg. Processes

Idea assessment, nurturing, qualifying, exposure.

Location

Any location appropriate.

Demands travel.

Goals

Ensure the best ideas become

valuable realities.

Competencies

Emotional intelligence,

communication, creativity.


Actor Catalogue: CEO Roles: Runs C-Level. Final Cut on Strategy. Ensure growth, profitability and survival of Global Organization.

Decision making of the highest degree. Public face of global company.

Responsibilities

All aspects of Global

organisation.

Mndg. Processes

Strategy, Board, C-Level,

Innovation, Agile Mngmt, Governance.

Location

Head office. Travel.

Goals

Ensure a value add proifitable, future proofed organisation.

Competencies

The highest levels of

leadership and business acumen.

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ACTOR 5.3ROLE DIAGRAMS


Actor Role DiagramsInnovation and CEO

Global Manager InnovationRequired to understand all aspects of the organization,

assess new Mergers and Acquisitions in terms of innovative practices that may be utilized in other areas of the organization. It should be noted that Innovation must co-ordinate with Agile M&A Manager when new divisions

are purchased.

CEOThe leadership of the organization requires the highest levels of competence. Decisions that affect the future viability of the organization rest on the CEO’s shoulder. The role requires charisma, sharp political ability, business expertise and the ability to foresee the movements of markets and economies.

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FDD. 5.4FUNCTIONAL DECOMPOSITION DIAGRAM


Functional Decomposition DiagramHigh level overview of the main functional areas of the suggested

ArchitectureThe challenges that Delivery Corp. has in creating an Enterprise Architecture is the same challenges that the global organization will need to address in order to remain competitive. There is no one size fits all solution architecture for any organization, all are different, yet certain solutions are emerging as fit for requirement.

Businesses exist in unique eco-systems. Certain functions of an organization, in order to fulfill requirements, need unique structures – some tried and tested, some new and adventurous.

Agile Management Teams are critical for dissemination of information across all levels. Innovation Incubators need not be expensive – they can be instigated organization wide in teams at the cost of an hour per employee per week. Stakeholders demand innovation, and the benefits can be game changing.

Change is the hardest undertaking of any new Architecture, and must be factored into a long term organizational strategy. Change is the only real constant in business, the sooner this is recognized strategically the sooner advantages are able to be enjoyed. Business must constantly re-invent themselves. An adventurous undertaking now is likely to speed up the likelihood of creating a model for competitive advantage in the future.

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BUSINESS USE CASE DIAGRAMS 5.5


Business Case Use Diagrams

Company : Delivery Corp. XProject : Enterprise ArchitectureSoftware : LucidArt, PowerPoint

Company : Delivery Corp. XProject : Enterprise ArchitectureSoftware : LucidArt, PowerPoint

APPENDIX

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ThoughtsIn order to be effective, Enterprise Architecture must be approached holistically

All too often, Enterprise Architecture is seen as a term to describe the application of technological solutions. Yet, in order to be successful, EA must be considered in terms of all elements of an organization. As technology becomes more pervasive, an organization must be considered as more than just the people, the technology and the economies they encompass. They must also consider the intangibles; the value they provide, the ideologies they embody and the connections they facilitate.

The case presented an important narrative: what do we take from the old, add from the new, and what do we need to consider for the future? On one hand, the parent company; rooted in Six Sigma, deviating towards the mean, needing to systemize and analyze every step of the value chain. On the other; Delivery Corp, a subsidiary recognizing the need for innovation, the value of the outlier, and the need for constant re-assessment and an agile customer facing value proposition.

Given that Web 2.0 is saturated, we are rapidly approaching an entirely new paradigm to the incumbent fabric that enables technology to function. The next frontier presents an entirely new way of thinking.

What new challenges will business face in Web 3.0: The Semantic Web?

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ConclusionsThe only real constant in business is change

A global delivery company case moving to modular architecture and adopting innovation frameworks allowed for a visual narritive utilizing shipping containers – modular building blocks of trade.

Technology will rapidly allow all markets to move beyond the current status quo. All businesses face the largest threat imaginable in a stable operating macro environment – the move from currency to value exchange via Peer to Peer platforms. Businesses will need to be equipped to not only assess their competitors – they will need to anticipate the rapid agility and pure innovation of individuals trading with one another for goods and services, in real time, utilizing whatever currency they deem appropriate. The foresight to plan for this now will determine the lifespan of any operating entity.

Given the above, creating an Architecture for one component of the organisation increasingly appeared to be an inefficient exercise in avoiding opportunity. By maintining what works, adding required aspects identified in the case, and components uncovered through considerable research, a modular application has been created in order to develop the global company in alignment with Delivery Corp. The elements identified are the same as what is required for Delivery Corp, therefore we have been able to create a solution to provide benefit to fit the global enterprise.

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FIN