Presentation on theme: "Business Alignment Using Enterprise Architecture"— Presentation transcript:
1 Business Alignment Using Enterprise Architecture Productivity, Governance, InnovationDr Tariq Aslam
2 Critical challenges for business Business is not aligned with vision/mission/KPIOur product offering and operational processes often overlook business environment of various locationsPOADTLChangePOADTLRedundant and outdated technology leads to higher operational costs and poor business performanceOrg structure, functions and technology do not align to meet the business goalsAfter the restructuring either the business processes do not work or technology fail to perform as expectedCompanies procure/develop applications that do not integrateAccurate and complete operational/customer data is never available in timely fashionLet us start with some of the main challenges that I think are important for UAE AF if we are to address the issue of improving our operational capabilities.Point number 1 alignment. You will hear me saying this word again and again since this is the key to the forces. AF of today are unable to capture their mission objectives and understand what unit performs what role to meet the mission objectives of the force. The problem here is that if a an organization does not has very well defined roles for units and individual members of the units then there will be lot of rules. So poor definition of roles of an organization leads to production of many many rules and eventually an organization becomes dysfunctional due to enormity of all the rules it has to follow. Therefore clear definition of Roles but this definition can not be undertaken in isolation and THIS IS ONE OTHER PROBLEM WE HAVE IN THE FORCE where we under take organization changes/procurement of Techonolgy/defination of operational processes in isolation and as a result we HAVE UNALINGED AND POORLY DEFINED NON FUNCTIONAL ORGANIZATION. PLEASE FORGIVE ME MY Direct language but if we are to succeed we have to address the problems.Point number two is also very important. In my study of our Air Force and studying many many example in the defense industry it seems we had imagined that by buying technology our problems will disappear and now PERPARE FOR THE SHOCK. IT APPEARS PROBLEMS START WHEN WE ACQUIRE THE TECHNOGLOGY! You take any of our units and large technology procurement we have made and we find that after buying the technology we discovered we do not have right operational processes and organizational structure and know how to use the technology and what we find that after procuring all this we are still unable to meet our mission objectives. Rather then addressing these problems until now the answer has been let us buy another piece of technology. The forces around the world recognize that technology is only the enabler and only effective and strategic use of technology will help us meet our mission objectives.In the past force around the world has used trial and error method to changes to the organizational structure. We create new department and remove others just to find out that it did not work and go back to square one. We move people into different projects without understanding what impact it will have on the project that they are leaving. We find out the impact after the project is failed or delayed. What to DO. ANSWER WILL COME LATER!Those of us that have the pleasure of taking part into military exercises what we find NOTHING WORKS. AT least military exercise tell us as much but do not tell us how to fix the problem. We assume wrongly it is the system that are using not working. Imagine a war gaming scenario where a battlefield staff to feed in certain information into the system informing the status of ammunition or missile and either do not enter the information at all into the system or enter it at the wrong time. For example after launching number of objects does not update the system and the commanders assume that there are enough ammunition and send the command to launch few object in the enemy direction. Now here is not system fault. Or think when certain objects have been used then a message needs to be sent automatically to supply and logistic units. You may argue that after the exercises the corrective measures are put in place but I will argue by the time next exercise happens technology has moved on and require new operational processes or organizational roles and responsibilities have changed. THEREFORE WE NEED TO HAVE WAY OF CONTINUSELY ALIGNING OUR PROCESSES, ORGNIZATION AND TECHONGLOGY ON DAILIY BASIS. NOTE THE WORD ALIGN AGAIN.For point number 5 imagine for a second what happens in what sequence if a F 16 Air Craft was to land on AL DAFRAH airbase with engine on fire or one of the wheel burst. What happens at that point in time? Which organization/units become activated? What steps are followed? I am sure it must be in books somewhere written but who has read that! And where is that book? Once again operation processes needs to be continually updated and communicated to right organizational unit.You will see going around various units of the Air Force from A0 to A6 that each unit has its own system but these untis are unable to work together effectively because the system do not integrates. ONCE AGAIN reason being we are undertaking procurement in isolation. WE DO NOT UNDERSTAND WHAT WE ALREADY HAVE AND WHAT IT DELIVERS TO USHow quickly can we adopt to new changes in the mission objectives. Suddenly we have to move from attach to surveillance mode. If we move people from one unit to another how quickly do they know how to perform their job. You know the answer to this question better then I DO!
3 Enterprise Architecture Helps Enterprise Architecture is the description of the current and/or future structure and behavior of an organization's processes, information systems, personnel and organizational sub-units, aligned with the organization's core goals and strategic direction.The primary purpose of creating an Enterprise Architecture is to ensure that business strategy and IT investments are aligned. As such, enterprise architecture allows traceability from the business strategy down to the underlying technology.Enterprise Architecture relates more broadly to the practice of business optimization in that it addresses business architecture, performance management, organizational structure and process architecture as well.
4 Perspectives ENTERPRISE INFORMATION ENTITIES PlanVisionMissionStrategicObjectivesInitiativesDrivesTranslates intoExecutedthroughExecuted byTo overcomeOr takeadvantage ofManageDepartmentsPoliciesProcess GroupsResponsible forChallenges& OpportunitiesPerspectivesExecuteAbide byComposed ofBelong toApplicationsProcess MapsRolesResponsibilitiesUseExecuted byBased onUseRun onEnableUsesDataHardwareLinked toNetworkUsesTechnologyOrganizations create and consume information as part of their planning, management, execution and delivery activities on continuous basis.
5 DEFINING THE ENTERPRISE LAYERS A Business Strategy is Executed by…DEFINING THE ENTERPRISE LAYERSProviding business services that .....Business ArchitectureAre implemented by processes that.....Are executed through activities that.....Are automated by a service (functionality) of an application...Information & Applications Architecturewhich uses the component(s) of a system.....which is being processed on a given platform / server / equipmentInfrastructure Architecture
7 “If you don't know where you are going, any road will take you there” Lewis Carroll.
8 Enterprise Architecture Define the Enterprise Strategy, goals andObjectives : What to do, and how to do it?StrategyBusiness Processes : support the strategy,Operational organizationBusinessMétierThe Applications support the Business,implement the business functions in the IT systemsApplications & SystemsThe Information is key for the organization :It is the fuel that drives the architectureInformation & DataInfrastructure that supports the IS:Technical components: servers, networks, etc.Technology: platforms, etc.Network & Infrastructure
9 Gartner EA Tools Magic Quadrant IBM System Architect positioned at the front of the Leaders Quadrant.Fro two years straight, SA has been positioned as the leader in EA.
10 Capture and Model all Domains of the Organization Network InfrastructureApplication and Service ModelsBehavior (UML Support)Network TopologiesMatrix ViewsRelational Data ModelingOrganizational ChartsApplication ModelsProcess ModelsBusiness Process Modeling and AnalysisData ModelsGoals ObjectivesClass Diagrams
11 Create an Organizational Blueprint Leverage Your Existing Information IDLCMDBCSVVisioDisparate DataExcelXMIRoseVisioDDLXMLIn The System Architect RepositoryBusiness StrategyOrganization & ProcessApplications and ITBecomes Managed InformationCreateRoadmap
12 Build Relationships and Perform Gap Analysis Create dependenciesVisualize gaps in the organization.Update the project directly from the Matrix.Customize and create your own viewXXPerform Gap AnalysesWhat Processes arenot Automated?
13 Simulate and Optimize Processes Analyze resource utilizationDetermine cost structures
14 Time Lapsed Visualizations As-Is/To-Be Transition
15 What if AnalysisWHAT part of the organisation will be affected IF this process step is removed in the future state?
17 BUSINESS PROCESS DECOMPOSITION SAMPLE MODELS Business ProcedureProcedure StepProcess HierarchyBusiness DomainsApplication MappingScenario Flow
18 Visualize the Organization Bridging the Gap, the IBM Solutions… System Architect®Visualize the OrganizationEnterprise Strategies & DirectionProjects & InitiativesBusiness Processes & ServicesOrgs &PeopleApplicationsDataIT Infrastructure & ServicesWith SA you can see key EA components supporting Enterprise strategies & goals!With SA you can see key EA components dependent upon specific technologies!With SA you can manage key EA components as projects and initiatives!