E Adirections Exec Roundtable Winnipeg 2010 06 11 Final

© EAdirections 2010. All Rights Reserved.

Roundtable 2010

George Paras

Managing Director

[email protected]

Presented in Winnipeg

June 11, 2010

mailto:[email protected]


Past Roundtable Discussion Topics

• How strategic alignment, value delivery, portfolio

management, enterprise architecture and governance come

together in a tightly integrated office of the CIO.

– Practical steps in aligning IT to business strategy, including linking

strategic capabilities with business and information architecture

– Creating an effective "Office of the CIO" – how the parts can work

together to yield a coordinated portfolio approach

– Finding just the right approach to make an Enterprise Architecture

function actually work in your enterprise

– Learning how to rationalize an enterprise view with the smaller

ones (department, project, application, service, asset, capability,

component, etc.) and balance short term views with longer term

needs

– How to manage complexity to maximize business value, to

minimize silos and streamline decision-making

– Effecting organizational change in IT – how people, processes and

culture can work against you, and for you

2


Why We Are Here – As Leaders

• Aligning IT to business strategy

• Planning for major IT and business transformations

• Creating an effective "Office of the CIO"

• Executing global standards and reuse programs

• Manage complexity to maximize business value

• Implement ongoing enterprise optimization programs

• Etc.

3


Why We Are Here

• Make our businesses and IT organizations better…

– More cost effective

– More responsive and faster at solutions delivery

– More nimble/agile to realign to changing business needs

– More innovative

– More reliable, accurate and consistent – no surprises

• This is what many call “value delivery” and “being aligned”

• How we can do it – by making better decisions

– By being more informed

• About why, what, how and even when and where we deploy solutions

• Everyone!

– By working together instead of at cross-purposes

• By taking the long view and rationalizing the short view against it

• By taking the big (enterprise) view and rationalizing the small with it

(department, project, application, service, asset, capability, component,

etc.)

4


What is an OCIO?

• Many Variations

• Usually does not include operations or development - in

other words, NOT the entire CIO staff

• I like a structure that focuses on:

– People: Skills, roles, external resources, etc.

– Financial: Budgets, tracking spend, procurement, contracts, legal,

etc.

– Compliance: In regulated industries and larger companies, legal,

reporting, audit, etc. (if not at corporate or dotted line to corporate)

– Project Portfolio: Planning, alignment and execution

– Asset Portfolio: Planning, health, alignment and transformation

– Strategy: An individual or (better) collaborative function

– Governance: Coordinate consistently across IT

5

© EAdirections 2010. All Rights Reserved. 6

A Typical Organization

CEO/President

CorporateManagement

Finance, HRCompliance,

etc.Corp IT (CIO)

Office of CIO

EnterpriseArchitecture

IT Finance & HR

EPMOProject Office

Shared Services

Corp Apps

Operations/Infrastructure

App Dev (many)

Security

Bus Unit 1 Bus Unit n

Bus Unit IT Business

BusinessStrategy


Integration of Processes & Priorities

• Strategy Development

• Budget/Capital Planning

• Procurement

• Infrastructure planning and operations

• Application Development & Integration

• Business Process Management/Measurement

• Business Performance Management

• Total Quality Management

• Risk Management

• IT Service Management / ITIL

• Enterprise Architecture

• Portfolio Management

• Governance

• Agile Development/RUP

• SOA

• Cloud Computing

• Outsourcing

• Security/Privacy/Regulatory

• Legal

• Collaboration Strategies

• Trends Analysis

• Resource Planning

• Etc.

7


The Alignment Challenge

• How can an enterprise establish a reasonable idea for all

that has to happen in a complex organization to

accommodate necessary change in support of business

transformation?

BusinessOperations

BusinessInformation

ITInfrastructure

BusinessSolutions

Strategy


The Portfolio Processes

Enterprise

Architecture

Project

Portfolio

Management

Enterprise

Strategy

and

Planning

THE

MANAGED

PORTFOLIO

Environment

Analysis

Business

Visioning

Strategy

Formulation

Business

Strategic

Alignment

Transformation

Future State

Creation

Current State

Identification

Lifecycles

Gap Analysis

Investment

Prioritization

and Risk

Analysis

Resourcing

Scheduling

Project

Management

Roadmaps


Driving Business Transformation - Assets

Business Vision & Strategy

Bu

sin

es

s V

alu

e

Time

Bus. Info.

Tech. Sol.

Future State

Transformed

Enterprise

Transformationthrough Asset Portfolio Improvements,

Retirements, Consolidations,

Rationalizations, etc.

EA Creation

Current State

Bus. Info.

Tech. Sol.

Transformationthrough New Business Projects

Roadmaps & Lifecycles


Mapping Information Artifacts to the FH

11

1.1

Public

Rela

tions

& C

om

munic

atio

ns

1.2

Adve

rtis

ing &

Bra

nd M

anagem

ent

1.3

M

ark

eting O

ps &

Lead G

enera

tion

2.1

Pro

spect

ing &

Lead M

anagem

ent

2.2

Qualific

atio

n

2.3

Sale

s P

roposa

ls

2.4

Sale

s N

egotia

tions

& C

ontract

s

3.1

Rese

arc

h &

Deve

lopm

ent

3.2

Pro

duct

Deve

lopm

ent &

Desi

gn

3.3

Pro

duct

Engin

eerin

g

4.1

Pro

cure

ment

4.2

M

anufa

ctu

ring

4.3

In

vento

ry

4.4

Ship

pin

g

4.5

Cust

om

er S

erv

ice

4.6

Retu

rns

5.1

Purc

hasi

ng

5.2

Acc

ounts

Reci

eva

ble

5.3

Acc

ounts

Paya

ble

5.4

Fin

anci

al R

eportin

g

5.5

In

tern

al A

udit

5.6

Hum

an R

eso

urc

es

5.7

In

form

ation S

yste

ms (

IT)

5.8

Legal

Prospect Information

Prospect Contact Information

Prospect Credit

Customer Information

Customer Contact Information

Customer Credit

Customer History

Product Information

Product Descriptions

Product Specifications

Product Pricing

Inventory

Product Inventory

Component Inventory

Repair Parts

Orders

Customer Order

Customer Invoice

Shipping

Shipping Notice

Product Returns

Return Information

etc.

etc.

etc.

Creates information artifact

Primary user of information artifact

Secondary user of information artifact

LEGEND

Com

pany

AB

C's

Hig

h L

eve

l Info

rmatio

n A

rtifa

cts

Company ABC

High Level Functional Hierarchy

4.0 Operations 5.0 Finance & Administration3.0 Engineering1.0 Marketing 2.0 Sales


Mapping the Application Systems to the FH

12

1.1

P

ub

lic R

ela

tio

ns &

Co

mm

un

ica

tio

ns

1.2

A

dve

rtis

ing

& B

ran

d M

an

ag

em

en

t

1.3

M

ark

eting O

ps &

Lead G

enera

tion

2.1

P

rosp

ectin

g &

Le

ad

Ma

na

ge

me

nt

2.2

Q

ua

lific

atio

n

2.3

S

ale

s P

rop

osa

ls

2.4

S

ale

s N

eg

otia

tio

ns &

Co

ntr

acts

3.1

R

ese

arc

h &

De

ve

lop

me

nt

3.2

P

rod

uct

De

ve

lop

me

nt

& D

esig

n

3.3

P

rod

uct

En

gin

ee

rin

g

4.1

P

rocu

rem

en

t

4.2

M

anufa

ctu

ring

4.3

In

vento

ry

4.4

S

hip

pin

g

4.5

C

usto

me

r S

erv

ice

4.6

R

etu

rns

5.1

P

urc

ha

sin

g

5.2

A

cco

un

ts R

ecie

va

ble

5.3

A

cco

un

ts P

aya

ble

5.4

F

ina

ncia

l R

ep

ort

ing

5.5

In

tern

al A

udit

5.6

H

um

an

Re

so

urc

es

5.7

In

form

ation S

yste

ms (

IT)

5.8

Legal

Customer Relationship Management (CRM)

Leads

Contacts

Accounts

Campaigns

Financial System

General Ledger

Cash Management

Accounts Payable

Accounts Receivable

Fixed Assets

Supply Chain Management

Order Entry

Purchasing

Inventory

Forecasting

Manufacturing

Bill of Materials

Scheduling

Cost Management

Quality Control

Capacity Planning

Freight Management & Shipping

Freight Management & Shippping

Human Resources

Personnel

Payroll

Benefits

Time & Attendance

Content Managent

Content Management

etc.

etc.

etc.

System function

Co

mp

an

y A

BC

's I

nfo

rma

tio

n S

yste

ms

LEGEND

Company ABC




Capabilities – The Language of BA at the Next Level

• SCC – Strategic Capability Changes

– Derived from Enterprise Business Strategies

– What capabilities must change in order to achieve our strategies?

• Business

• Information

• Application

• Technology

13

EnvironmentalTrends

EnterpriseBusiness

Strategies

BusinessCapabilities

Changes

InformationCapabilitiesChanges

TechnologyCap. Changes

SolutionsCapabilitiesChanges

SCC Hierarchy


Business Capabilities Changes (BCC)

• Articulate the impact of strategy on

business operations

• Answer the following questions: To

support our enterprise business

strategies …– What business processes changes are

necessary?

– What business components must be

changed/added?

– What business stakeholders are affected and

how?

– What is the impact on the organizational

structure?

– What is the impact on our extended value

network — suppliers, partners, customers, etc.?

EBS 1 EBS 2 EBS 3

BCC 1 X

BCC 2 X X

BCC 3 X X

BCC 4 X

BCC 5 X

BCC 6 X X

BCC 7 X

BCC 8 X ?

BCC 9 X


Example Capabilities

• Business Capability– Reduce ―opportunity to proposal‖ conversion time by 60%, from 10 to 4

business days

– Use partner channels for targeted marketing campaigns to qualified prospects

• Information Capability– Sales/sales administration requires details of product/offering information in

real time

– Sales/sales administration requires details of all proposals and sales plans daily

• Technology Capability– Securely extend network to channel partners

– Provide cross-enterprise workflow management capabilities

• Solution Capability– Coordinated, enterprisewide proposal generation to be utilized by product

planning, customer fulfillment, sales, development, and consulting

– Enterprisewide campaign management that coordinates development, customer delivery, marketing, sales, and resource management activities


Map Capabilities

• BCC‟s to functional hierarchy

• BCC‟s to org structure

• ICC‟s to Information entities

• ICC‟s to application portfolio

• TCC‟s to technology catalog

• SCC‟s to application portfolio

161

.1

Pu

blic

Re

latio

ns &

Co

mm

un

ica

tio

ns

1.2

A

dve

rtis

ing

& B

ran

d M

an

ag

em

en

t

1.3

M

ark

eting O

ps &

Lead G

enera

tion

2.1

P

rosp

ectin

g &

Le

ad

Ma

na

ge

me

nt

2.2

Q

ua

lific

atio

n

2.3

S

ale

s P

rop

osa

ls

2.4

S

ale

s N

eg

otia

tio

ns &

Co

ntr

acts

3.1

R

ese

arc

h &

De

ve

lop

me

nt

3.2

P

rod

uct

De

ve

lop

me

nt

& D

esig

n

3.3

P

rod

uct

En

gin

ee

rin

g

4.1

P

rocu

rem

en

t

4.2

M

anufa

ctu

ring

4.3

In

vento

ry

4.4

S

hip

pin

g

4.5

C

usto

me

r S

erv

ice

4.6

R

etu

rns

5.1

P

urc

ha

sin

g

5.2

A

cco

un

ts R

ecie

va

ble

5.3

A

cco

un

ts P

aya

ble

5.4

F

ina

ncia

l R

ep

ort

ing

5.5

In

tern

al A

udit

5.6

H

um

an

Re

so

urc

es

5.7

In

form

ation S

yste

ms (

IT)

5.8

Legal

CEO

Sales & Marketing

Corporate Marketing

Sales

National Accounts

Sales Engineering

Research & Development

Engineering

Manufacturing

Operations

Procurement

Receiving

Inventory & Shipping

Customer Service

Finance & Administration

Purchasing

Accounts Receivable

Accounts Payable

Financial Management

Human Resources

Information Systems

General Counsel

Primary Responsibility

Secondary Responsibility

Co

mp

an

y A

BC

's O

rga

niz

atio

na

l S

tru

ctu

re

LEGEND

Company ABC



EBA

1.1

P

ublic

Rela

tions

& C

om

munic

atio

ns

1.2

A

dve

rtis

ing &

Bra

nd M

anagem

ent

1.3

M

ark

etin

g O

ps

& L

ead G

enera

tion

2.1

P

rosp

ect

ing &

Lead M

anagem

ent

2.2

Q

ualif

icatio

n

2.3

S

ale

s P

roposa

ls

2.4

S

ale

s N

egotia

tions

& C

ontr

act

s

3.1

R

ese

arc

h &

Deve

lopm

ent

3.2

P

roduct

Deve

lopm

ent &

Desi

gn

3.3

P

roduct

Engin

eering

4.1

P

rocu

rem

ent

4.2

M

anufa

cturing

4.3

In

vento

ry

4.4

S

hip

pin

g

4.5

C

ust

om

er

Serv

ice

4.6

R

etu

rns

5.1

P

urc

hasi

ng

5.2

A

ccounts

Reci

eva

ble

5.3

A

ccounts

Paya

ble

5.4

F

inanci

al R

eport

ing

5.5

In

tern

al A

udit

5.6

H

um

an R

eso

urc

es

5.7

In

form

atio

n S

yste

ms

(IT

)

5.8

Legal

CEO

Sales & Marketing

Corporate Marketing

Sales

National Accounts

Sales Engineering


Engineering

Manufacturing

Operations

Procurement

Receiving


Customer Service


Purchasing

Accounts Receivable

Accounts Payable


Human Resources

Information Systems

General Counsel



Co

mp

an

y A

BC

's O

rga

niz

atio

na

l Str

uct

ure

LEGEND

Company ABC



ETA

Ship CM

Leads

Conta

cts

Acc

ounts

Cam

paig

ns

Genera

l Ledger

Cash

Managem

ent

Acc

ounts

Paya

ble

Acc

ounts

Rece

ivable

Fix

ed A

ssets

Ord

er

Entr

y

Purc

hasi

ng

Inve

nto

ry

Fore

cast

ing

Bill

of M

ate

rials

Sch

edulin

g

Cost

Managem

ent

Qualit

y C

ontr

ol

Capaci

ty P

lannin

g

Fre

ight M

anagem

ent &

Ship

pin

g

Pers

onnel

Payr

oll

Benefit

s

Tim

e &

Attendance

Conte

nt M

anagem

ent



Prospect Credit



Customer Credit

Customer History

Product Information



Product Pricing

Inventory

Product Inventory

Component Inventory

Repair Parts

Orders

Customer Order

Customer Invoice

Shipping

Shipping Notice

Product Returns

Return Information

etc.

etc.

etc.

Authoritative Source ('Corporate Record')



LEGEND

Co

mp

an

y A

BC

's H

igh

Le

vel I

nfo

rma

tion

Art

ifact

s

High Level View of Information Systems

Company ABC

CRM Financial System Supply Chain Human ResourcesManufacturing

EIA

1.1

P

ublic

Rela

tions

& C

om

munic

atio

ns

1.2

A

dve

rtis

ing &

Bra

nd M

anagem

ent

1.3

M

ark

etin

g O

ps

& L

ead G

enera

tion

2.1

P

rosp

ect

ing &

Lead M

anagem

ent

2.2

Q

ualif

icatio

n

2.3

S

ale

s P

roposa

ls

2.4

S

ale

s N

egotia

tions

& C

ontr

act

s

3.1

R

ese

arc

h &

Deve

lopm

ent

3.2

P

roduct

Deve

lopm

ent &

Desi

gn

3.3

P

roduct

Engin

eering

4.1

P

rocu

rem

ent

4.2

M

anufa

cturing

4.3

In

vento

ry

4.4

S

hip

pin

g

4.5

C

ust

om

er

Serv

ice

4.6

R

etu

rns

5.1

P

urc

hasi

ng

5.2

A

ccounts

Reci

eva

ble

5.3

A

ccounts

Paya

ble

5.4

F

inanci

al R

eport

ing

5.5

In

tern

al A

udit

5.6

H

um

an R

eso

urc

es

5.7

In

form

atio

n S

yste

ms

(IT

)

5.8

Legal


Leads

Contacts

Accounts

Campaigns

Financial System

General Ledger

Cash Management

Accounts Payable

Accounts Receivable

Fixed Assets


Order Entry

Purchasing

Inventory

Forecasting

Manufacturing

Bill of Materials

Scheduling

Cost Management

Quality Control

Capacity Planning



Human Resources

Personnel

Payroll

Benefits

Time & Attendance

Content Managent

Content Management

etc.

etc.

etc.

System function

Co

mp

an

y A

BC

's I

nfo

rma

tion

Sys

tem

s

LEGEND

Company ABC



EAA


Bringing it all Together

17

1.1

P

ub

lic R

ela

tio

ns &

Co

mm

un

ica

tio

ns

1.2

A

dve

rtis

ing

& B

ran

d M

an

ag

em

en

t

1.3

M

ark

eting O

ps &

Lead G

enera

tion

2.1

P

rosp

ectin

g &

Le

ad

Ma

na

ge

me

nt

2.2

Q

ua

lific

atio

n

2.3

S

ale

s P

rop

osa

ls

2.4

S

ale

s N

eg

otia

tio

ns &

Co

ntr

acts

3.1

R

ese

arc

h &

De

ve

lop

me

nt

3.2

P

rod

uct

De

ve

lop

me

nt

& D

esig

n

3.3

P

rod

uct

En

gin

ee

rin

g

4.1

P

rocu

rem

en

t

4.2

M

anufa

ctu

ring

4.3

In

vento

ry

4.4

S

hip

pin

g

4.5

C

usto

me

r S

erv

ice

4.6

R

etu

rns

5.1

P

urc

ha

sin

g

5.2

A

cco

un

ts R

ecie

va

ble

5.3

A

cco

un

ts P

aya

ble

5.4

F

ina

ncia

l R

ep

ort

ing

5.5

In

tern

al A

udit

5.6

H

um

an

Re

so

urc

es

5.7

In

form

ation S

yste

ms (

IT)

5.8

Legal

CEO

Sales & Marketing

Corporate Marketing

Sales

National Accounts

Sales Engineering


Engineering

Manufacturing

Operations

Procurement

Receiving


Customer Service


Purchasing

Accounts Receivable

Accounts Payable


Human Resources

Information Systems

General Counsel



Co

mp

an

y A

BC

's O

rga

niz

atio

na

l S

tru

ctu

re

LEGEND

Company ABC



EBA

1.1

P

ublic

Rela

tions

& C

om

munic

atio

ns

1.2

A

dve

rtis

ing &

Bra

nd M

anagem

ent

1.3

M

ark

etin

g O

ps

& L

ead G

enera

tion

2.1

P

rosp

ect

ing &

Lead M

anagem

ent

2.2

Q

ualif

icatio

n

2.3

S

ale

s P

roposa

ls

2.4

S

ale

s N

egotia

tions

& C

ontr

act

s

3.1

R

ese

arc

h &

Deve

lopm

ent

3.2

P

roduct

Deve

lopm

ent &

Desi

gn

3.3

P

roduct

Engin

eering

4.1

P

rocu

rem

ent

4.2

M

anufa

cturing

4.3

In

vento

ry

4.4

S

hip

pin

g

4.5

C

ust

om

er

Serv

ice

4.6

R

etu

rns

5.1

P

urc

hasi

ng

5.2

A

ccounts

Reci

eva

ble

5.3

A

ccounts

Paya

ble

5.4

F

inanci

al R

eport

ing

5.5

In

tern

al A

udit

5.6

H

um

an R

eso

urc

es

5.7

In

form

atio

n S

yste

ms

(IT

)

5.8

Legal

CEO

Sales & Marketing

Corporate Marketing

Sales

National Accounts

Sales Engineering


Engineering

Manufacturing

Operations

Procurement

Receiving


Customer Service


Purchasing

Accounts Receivable

Accounts Payable


Human Resources

Information Systems

General Counsel



Co

mp

an

y A

BC

's O

rga

niz

atio

na

l Str

uct

ure

LEGEND

Company ABC



ETA

Ship CM

Leads

Conta

cts

Acc

ounts

Cam

paig

ns

Genera

l Ledger

Cash

Managem

ent

Acc

ounts

Paya

ble

Acc

ounts

Rece

ivable

Fix

ed A

ssets

Ord

er

Entr

y

Purc

hasi

ng

Inve

nto

ry

Fore

cast

ing

Bill

of M

ate

rials

Sch

edulin

g

Cost

Managem

ent

Qualit

y C

ontr

ol

Capaci

ty P

lannin

g

Fre

ight M

anagem

ent &

Ship

pin

g

Pers

onnel

Payr

oll

Benefit

s

Tim

e &

Attendance

Conte

nt M

anagem

ent



Prospect Credit



Customer Credit

Customer History

Product Information



Product Pricing

Inventory

Product Inventory

Component Inventory

Repair Parts

Orders

Customer Order

Customer Invoice

Shipping

Shipping Notice

Product Returns

Return Information

etc.

etc.

etc.

Authoritative Source ('Corporate Record')



LEGEND

Co

mp

an

y A

BC

's H

igh

Le

vel I

nfo

rma

tion

Art

ifact

s

High Level View of Information Systems

Company ABC

CRM Financial System Supply Chain Human ResourcesManufacturing

EIA

1.1

P

ublic

Rela

tions

& C

om

munic

atio

ns

1.2

A

dve

rtis

ing &

Bra

nd M

anagem

ent

1.3

M

ark

etin

g O

ps

& L

ead G

enera

tion

2.1

P

rosp

ect

ing &

Lead M

anagem

ent

2.2

Q

ualif

icatio

n

2.3

S

ale

s P

roposa

ls

2.4

S

ale

s N

egotia

tions

& C

ontr

act

s

3.1

R

ese

arc

h &

Deve

lopm

ent

3.2

P

roduct

Deve

lopm

ent &

Desi

gn

3.3

P

roduct

Engin

eering

4.1

P

rocu

rem

ent

4.2

M

anufa

cturing

4.3

In

vento

ry

4.4

S

hip

pin

g

4.5

C

ust

om

er

Serv

ice

4.6

R

etu

rns

5.1

P

urc

hasi

ng

5.2

A

ccounts

Reci

eva

ble

5.3

A

ccounts

Paya

ble

5.4

F

inanci

al R

eport

ing

5.5

In

tern

al A

udit

5.6

H

um

an R

eso

urc

es

5.7

In

form

atio

n S

yste

ms

(IT

)

5.8

Legal


Leads

Contacts

Accounts

Campaigns

Financial System

General Ledger

Cash Management

Accounts Payable

Accounts Receivable

Fixed Assets


Order Entry

Purchasing

Inventory

Forecasting

Manufacturing

Bill of Materials

Scheduling

Cost Management

Quality Control

Capacity Planning



Human Resources

Personnel

Payroll

Benefits

Time & Attendance

Content Managent

Content Management

etc.

etc.

etc.

System function

Co

mp

an

y A

BC

's I

nfo

rma

tion

Sys

tem

s

LEGEND

Company ABC



EAA

• New / Changed Processes & Functions• New / Changed Channels & Partnerships• New / Changed Products & Services• New / Changed Roles & Organization

• New / Changed Information Entities• New / Changed Information Sources and Consumers• New / Changed Information Flows• Data Management Policies and Data Standards• Data Services Portfolio

• New / Changed Infrastructure Components (Standards)• New / Changed Infrastructure Configurations & Patterns• New / Changed Infrastructure Lifecycle • Change Management Policies• Infrastructure Services Portfolio

• New / Changed Solution Portfolio• New / Changed Application Integration Approaches• New / Changed Application Patterns & Frameworks• Application Services Portfolio


About EAdirections

18

Tim Westbrock

George S. Paras

We Work WITH You To:• Improve the value of IT to your enterprise

• Improve Enterprise Architecture (EA) programs

• Refine/Tune Governance Mechanisms

• Create a Portfolio-Based Culture

• Integrate Management Disciplines

• Unify Business/IT Perspectives

• Operate a World-Class Office of the CIO

• Balance the Strategic with the Tactical

How We Do It:• Continuous Mentoring of IT Leaders

• CIO, EA Team, PMO, Office of the CIO, etc.

• Assess Org Structures, People, Teams

• Build Internal Support and Sponsorship

• Analyze and Drive Activity Plans

• Review and Improve Processes & Deliverables

• Contribute Relevant Examples & Research

• Provide Pragmatic, Objective, Unbiased and Prescriptive Feedback on Everything You DoSubscribe to our

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Our Approach – Build Effective EA Organizations

13© EAdirections 2008. All Rights Reserved.

Mapping the Application Systems to the FH

In the diagram below, the Application Systems are mapped to the FH. This can be very effective in understanding which applications support which functions as well as possible overlap. The Application Systems use the same color coding in this map as in the previous slide.

1.1

P

ublic

Re

latio

ns &

Co

mm

un

ica

tio

ns

1.2

A

dve

rtis

ing &

Bra

nd

Ma

na

ge

me

nt

1.3

M

ark

eting O

ps &

Lead G

enera

tion

2.1

P

rosp

ectin

g &

Lea

d M

an

ag

em

en

t

2.2

Q

ualif

ica

tio

n

2.3

S

ale

s P

ropo

sa

ls

2.4

S

ale

s N

ego

tia

tio

ns &

Co

ntr

acts

3.1

R

ese

arc

h &

De

ve

lopm

en

t

3.2

P

rodu

ct

De

ve

lopm

en

t &

De

sig

n

3.3

P

rodu

ct

En

gin

ee

ring

4.1

P

rocu

rem

ent

4.2

M

anufa

ctu

ring

4.3

In

vento

ry

4.4

S

hip

pin

g

4.5

C

usto

me

r S

erv

ice

4.6

R

etu

rns

5.1

P

urc

hasin

g

5.2

A

cco

un

ts R

ecie

va

ble

5.3

A

cco

un

ts P

aya

ble

5.4

F

inan

cia

l R

epo

rtin

g

5.5

In

tern

al A

udit

5.6

H

um

an R

eso

urc

es

5.7

In

form

ation S

yste

ms (

IT)

5.8

Legal


Leads

Contacts

Accounts

Campaigns

Financial System

General Ledger

Cash Management

Accounts Payable

Accounts Receivable

Fixed Assets


Order Entry

Purchasing

Inventory

Forecasting

Manufacturing

Bill of Materials

Scheduling

Cost Management

Quality Control

Capacity Planning



Human Resources

Personnel

Payroll

Benefits

Time & Attendance

Content Managent

Content Management

etc.

etc.

etc.

System function

Co

mp

an

y A

BC

's I

nfo

rma

tio

n S

yste

ms

LEGEND

Company ABC



Ongoing Mentoring– Make our clients more effective– IT Strategy, Business/IT Alignment, Business Transformation,

Project Management, Application Portfolio, Enterprise Architecture, IT Governance, Cost Optimization, etc.

– Individuals or Teams– Retainer based

Providing „Jump Start‟ Materials & Other Research– Provide ‗quick & dirty‘ enterprise-wide templates for demonstrating

Business/IT Alignment , Enterprise Architecture, etc.– Templates for demonstrating Business/IT alignment– Tools for ‗Business Fit‘ vs. Technical Fit‘, etc.– Perform on-going research

Building the Extended Team– Refine mission, strategy, roles and responsibilities– Establish communications strategy to enroll support– Build a culture of collaboration and effectiveness focused on

‗enterprise outcomes‘

Assessing Activities & Review Deliverables– Provide honest feedback and prescriptive advice– Critique documents to improve effectiveness especially for C-level– Guide development of new artifacts– Ongoing review of emerging issues

Documents

E Adirections Exec Roundtable Winnipeg 2010 06 11 Final