Embed Size (px)
Citation preview
Developing Business Architecture at the Domain Level
Business Architecture Innovation Summit – March 2014
2
Company Overview
� Founded in 1903.
� Worldwide Automotive
� 164,000 employees worldwide
� 70 plants worldwide
� Executive ChairmanWilliam Clay Ford, Jr.
� President and CEOAlan Mulally
Sources:
Ford Motor Company 2010 Annual Report
Ford Sustainability Report 2010 /11
+ + = “Turbo Machine”
Profits & Cash
PROFITABLE GROWTH FOR ALL
Profits & Cash
PROFITABLE GROWTH FOR ALLAsia Pacific
AfricaAsia Pacific
AfricaAmericasAmericas
Europe
SmallSmallMediumMedium
Large
ONE FORD PLAN
People working together as a lean, global enterprise for
automotive leadership, as measured by:
Customer, Employee, Dealer, Investor, Supplier,
Union/Council, and Community Satisfaction
• Aggressively restructure to operate profitably at the
current demand and changing model mix
• Accelerate development of new products our
customers want and value
• Finance our plan and improve our balance sheet
• Work together effectively as one team
An exciting viable Ford delivering profitable growth for
all
Expected Behaviorsoster Functional and Technical Excellence• Know and have a passion for our business and our
customers • Demonstrate and build functional and technical excellence• Ensure process discipline • Have a continuous improvement philosophy and practice
wn Working Together• Believe in skilled and motivated people working together• Include everyone; respect, listen to, help and appreciate
others• Build strong relationships; be a team player; develop
ourselves and others• Communicate clearly, concisely and candidly
ole Model Ford Values• Show initiative, courage, integrity and good corporate
citizenship• Improve quality, safety and sustainability• Have a can do, find a way attitude and emotional resilience• Enjoy the journey and each other; have fun - never at
others’ expenseeliver Results
• Deal positively with our business realities; develop compelling and comprehensive plans, while keeping an enterprise view
• Set high expectations and inspire others• Make sound decisions using facts and data• Hold ourselves and others responsible and accountable for
delivering results and satisfying our customers
4
2013 Operating Results
� Revenue $146.9 billion
� Pre-Tax profit of $8.6 billion
� 2013 Sales (by Region)
Sources:
Ford Motor Company 2011 Annual Report
(in thousands)
Ford North America 3,088
Ford South America 538
Ford Europe 1,360
Ford Asia Pacific Africa 1,344
TOTAL 6,330
Financial/Sales
2015 Ford Mustang
Ford Motor Company – Business ArchitectureMarch 25, 2014 6
Ford Motor Company, Information Technology
Ford Motor Company – Business ArchitectureMarch 25, 2014 7
IT Office of the CIO
2014 F150 Raptor
Ford Motor Company – Business ArchitectureMarch 25, 2014 9
Enterprise Capability Model
Source: Ford EBCM
Ford Motor Company – Business ArchitectureMarch 25, 2014 10
Domain Model
Source: Domain Model
Organizational Model on relationship between IT and the Business
Ford Motor Company – Business ArchitectureMarch 25, 2014 11
Business Architecture Foundational View
Domain Model specifies an optimal
organization structure around which
IT can organize to face of to the
business for project and program
requirements
Capabilities provide a
complete view of “what” a
business does. Capability map
shows the business at rest.
Example: Customer
Management
Business Information Assets
define the language of the
business. Along with capabilities
they form the foundation for the
business vocabulary and data
architecture.
Value streams define how a business
delivers end-to-end value for external,
internal stakeholders, and show the
business in motion. Examples: Update
Account, Build Product.
Source: TSG, Inc.
Enterprise Architecture Repository
En
terp
rise
Sta
nd
ard
Ob
ject
s
Lib
rary
Business Domain
A Repository to Support Enterprise Architecture Development to Align with Business Domain
Do
ma
in A
lig
ne
d E
nte
rpri
se
Arc
hit
ect
ure
No
teb
oo
k,
Da
shb
oa
rd
an
d
Mo
de
ls
Strategy
DevelopmentCycle
Planning
Enterprise
Initiatives
Domain Architecture Dashboard Domain Model
Domain Models Can be Further
Decomposed into Lower Level
Models and Cross Domain
Content Sharing and Reuse Are
Also Possible
13
2015 Focus
Ford Motor Company – Business ArchitectureMarch 25, 2014 14
Portfolio Management Process
High-Level
Business Idea
Opportunities
Aligned to
Strategies
Approved
Projects
Envisioning
Strategy
Formulation
Portfolio
Planning
The Portfolio Management Process enables IT to engage in shaping
Business and IT Strategies aligned to the “One Ford Plan”.
Ford Motor Company – Business ArchitectureMarch 25, 2014 15
The Starting Point for a Business Engagement
BIT
IdentifyStakeholders
Confirm &Refine
BusinessGoals
Define HighLevel Scope
EvaluateBusiness
Capabilities
AssessOrganizationReadiness to
Change
Develop HighLevel Vision
Define ValuePropositions /
KPIs
IdentifyBusiness
Risks
Develop HighLevel Plans /
SecureApproval to ... Strategy
Formulation
Envisioning
Ford Motor Company – Business ArchitectureMarch 25, 2014 16
Business Motivation Framework
Source: OMG BMM
Ford Motor Company – Business ArchitectureMarch 25, 2014 17
Scoping in terms of Business Capabilities
«Business»C-12.1.6 CostManagement
«Business»C-12.1.5 CostAccounting
«Business»C-11.2.5.1Employee
On-Boarding
«Business»C-11.2.4 Human
ResourceAcquisition
«Business»C-11.2.2 Human
Resource Planning
«Business»C-11.3.3 ITInvestment
Management
«Business»C-11.3.5 IT Plan
and Organize
«Business»C-11.3.5.1 ITDevelopment
Strategy
«Business»C-11.2.7.6 Time and
AttendanceManagement
«Business»C-11.3.1.4.1.4 IT
ResourceAvailabilityAssessment
«Business»C-11.3.2.5.2 IT
ProjectManagement
«Business»C-11.3.6.4.1 IT
BudgetManagement
«Business»C-11.1.8 Payables
Management
«Business»C-11.1.6.2
AccountingReconcilliation
«Business»C-12.1.16 Tax
Processing
«Business»C-11.3.6.4.1.2 IT
FinancialForecasting
«Business»C-11.3.6.4.1.3 IT
Financial VarianceManagement
«Business»C-11.2.5.2Employee
Off-Boarding
«Business»C-11.3.6.3 IT
PortfolioManagement
«Business»C-11.3.1.3 IT
SecurityManagement
«Business»C-11.2.17 Employee
Training
«Business»C-11.3.1.8 IT
SupplierManagement
«Business»C-11.2.6 Human
ResourceDeployment
Capability
Capability**
Capability***
Capability****
Capability Score f rom 0 to 1.9Capability Score f rom 0 to 1.9Capability Score f rom 0 to 1.9Capability Score f rom 0 to 1.9
Capability Score f rom 2 to 4.9Capability Score f rom 2 to 4.9Capability Score f rom 2 to 4.9Capability Score f rom 2 to 4.9
Capability Score f rom 5 to 7.9Capability Score f rom 5 to 7.9Capability Score f rom 5 to 7.9Capability Score f rom 5 to 7.9
Capability Score f rom 8 to 10Capability Score f rom 8 to 10Capability Score f rom 8 to 10Capability Score f rom 8 to 10
SubmitRequest
forResource
ReviewBIDS/
Resumes
InterviewProspects
MakeOffers
SupplierAcceptance/ PTA Issue
On-boardthe
Resources
«Business»C-11.2.5.1Employee
On-Boarding
«Business»C-11.2.4Human
ResourceAcquisition
«Business»C-11.2.2Human
ResourcePlanning
«Business»C-11.3.1.4.1.4IT ResourceAvailabilityAssessment
Off-BoardProject
Resources
«Business»C-11.2.5.2Employee
Off-Boarding
Assess ITResourceAvailability
AllocateExisting,
AvailableIT
Resources
ProvideSupplier
PerformanceFeedback
ProvideStandardAgency
Orientation &Certification
DetermineProject
ResourceReqrmnt
«Business»C-11.3.1.8 IT
SupplierManagement
«Business»C-11.2.17EmployeeTraining
«Business»C-11.2.6Human
ResourceDeployment
«Business»C-11.2.2Human
ResourcePlanning*
ExistingResourcesUtilized (%
of total)
SkilledResourceOn Board(Avg Time,
Effort)
«Goal»Enable AD
Back Office toSupportEfficient
Project andProgramDelivery.
«Objective»Reduce Time,
IncreaseQuality and
Efficiency andCommonize
ProjectInitiaitionProcessGlobally
«Objective»Reduce Time,
IncreaseQuality and
Effic iency andCommonizeResource
ManagementProcessGlobally
«Objective»Provide Data
Views thatSupport
Operationaland Strategic
Decisions
«Objective»Reduce Time,
IncreaseQuality and
Efficiency andCommonizeFinancial
ProcessesGlobally
Averagetime fromAR/PESApprovalto Project
Teamkickoff
Average timerequired to
find/allocate aresource with astd skill set (e.g.
BA, PM, etc)
All dataviews
available,contentverified,timing(s)
withinspecification
«Objective»PreserveFinancialControls
thorughout ADProcesses
AverageEffort (in
hrs)required to
Initiate aProject
Number ofRegional/Market
SpecificProcesses
Averagetime
required tocomplete
each majorFinacialProcess
AverageEffort (in hrs)required toComplete
each MajorFinancialProcess
Number ofRegional/MarketSpecific Financial
Processes
AverageTotalEffort (in days)required to finda resource witha std skill set
Number ofRegional/Market
SpecificResource
ManagementProcesses
FinancialControl
Exceptionsper month,per Market
Number ofJob familiescovered byStandardresource
managementprocess
Percentageof resource
requestfulfilled with
internalagency
candidates(avoids
offboarding,knowledge
loss)
Accuracy ofForecast vs
actuals for theresourcing
requirements
Number ofProjectInitiation
DataErrors?
Accuracy ofForecast vsactuals for
ADFinancials
Percentageof on-timereporting
Ford Motor Company – Business ArchitectureMarch 25, 2014 18
Business Architecture Engagement – Strategy Formulation
Ford Motor Company – Business ArchitectureMarch 25, 2014 19
Business Design Models
• Business Integration Model
• Application Integration Model
• Implementation Sequence Diagram
ADP
CPARS
CMMS
PCAM
GAPS*GAPS*GAPS*GAPS*
GENESIS
OVS
GOLFF
NGAVS
Job 1
GVDS
TT PP
FVA -Account.
VISTA
VMACS
VFS-INV
SAPCRM VFS-VM
GSPSBTR
ESB
OWS
FVA -Analysis
Job 1*
PeopleSoftPeopleSoftPeopleSoftPeopleSoftGL/AR*GL/AR*GL/AR*GL/AR*
Cluster 0 - FoundationCluster 0 - FoundationCluster 0 - FoundationCluster 0 - Foundation
Note: Actual order may vary with aspecific market situation.
Cluster 1 - ManufacturingCluster 1 - ManufacturingCluster 1 - ManufacturingCluster 1 - Manufacturing Cluster 2 - Retail / ServiceCluster 2 - Retail / ServiceCluster 2 - Retail / ServiceCluster 2 - Retail / Service
Launch TimelineLaunch TimelineLaunch TimelineLaunch Timeline
Note: CMMS is REQUIRED for Product ionMaterials, BOM Explosion and also for FVA andother downstream applications.
LegendLegendLegendLegend
Other Required Core Systems:Other Required Core Systems:Other Required Core Systems:Other Required Core Systems:Vertex, EVAT-R, MIC, MICSVertex, EVAT-R, MIC, MICSVertex, EVAT-R, MIC, MICSVertex, EVAT-R, MIC, MICS
Other Required Core Systems: UDB,Other Required Core Systems: UDB,Other Required Core Systems: UDB,Other Required Core Systems: UDB,STARS3STARS3STARS3STARS3
Other Required Core Systems: GPD/ACM, GSDB,Other Required Core Systems: GPD/ACM, GSDB,Other Required Core Systems: GPD/ACM, GSDB,Other Required Core Systems: GPD/ACM, GSDB,GOLDD/DID, WIPS, MPA/FST, WERS, ICS, GEVIS,GOLDD/DID, WIPS, MPA/FST, WERS, ICS, GEVIS,GOLDD/DID, WIPS, MPA/FST, WERS, ICS, GEVIS,GOLDD/DID, WIPS, MPA/FST, WERS, ICS, GEVIS,GOALSGOALSGOALSGOALS
Preferred launch timing dependencyHard launch timing dependency
Note: CRM required to storecustomer information from Dealer
Text*Text*Text*Text* Required by MOST downstream systems
Ford Motor Company – Business ArchitectureMarch 25, 2014 20
Lessons Learned
• Start small with a willing business sponsor
• Every engagement starts with business goals/objectives
• Refine techniques as you go
• Adjust models for the consumer
• Projects then Programs then Domains
Q & A
* All vehicle photos courtesy media.ford.com
