crash course to lead 3.0 frameworks, methods and approaches
Post on 13-Jan-2015
891 Views
Preview:
DESCRIPTION
TRANSCRIPT
Henrik von Scheel CEO, LEADing Practice
LEAD the Way
Crash Course with the LEAD Frameworks, Methods and Approaches
© Copyright note on Intellectual Capital: ALL RIGHTS RESERVED
LEADing Practice ApS respects the intellectual property of others, and we ask others to do the same. All information and materials contained in the LEAD frameworks, methods and approaches with associated tools and templates, such as maps, matrices and models is Intellectual Capital (IC) and Intellectual Property (IP) of LEADing Practice ApS and limitations apply to the reuse of this IC/IP. The intellectual Property Rights (IPR) consists of information, knowledge, objects, artifacts, experience, insight and/or ideas, that are structured to enable reuse to deliver value creation and realization.
The LEADing Practice ApS intellectual capital is protected by law, including, but not limited to, internationally recognized United States and European Union IPR copyright law. Except as specifically indicated otherwise in writing, LEADing Practice ApS is the owner of the copyright in the entire LEAD Frameworks content (including images, text and look and feel attributes) and LEADing Practice ApS reserves all rights in that regard. Use or misuse of the IPR, the trademarks, service mark or logos is expressly prohibited and may violate country, federal and state law.
LEADing Practice ApS is an open architecture and open standard community and therefore provides open access to all deliverables for certified LEAD practitioners, thereby ensuring that modelling principles are applied correctly. A open architecture and open standard community has been set in place to encourage sharing, learning and reuse of information and thereby increase knowledge among LEAD community practitioners, and with this ultimately improvement of one’s project, engagement and the LEAD development.
Use of the LEAD frameworks, methods and approaches is restricted to certified LEAD community members, in good practitioner standing, who are able to use these items solely for their non-commercial internal use. Legal access to the detail of LEAD will be provided to you with your membership. Members are prohibited from sharing the LEAD material in its entirety with other parties who are not members of LEAD community since the concepts and models are protected by intellectual property rights.
Guidelines for LEAD community members using the IPR material
As a LEAD member comes greater personal responsibility and the following intellectual property conditions apply:
Can be used free of charge for LEAD certified practitioners.
Cannot be share, copied or made available for non-community member, which are not LEAD certified practitioners.
When using any materials, it must include a source notice – either in an adjacent area or as a footnote – to indicate the source. The source should be specified the following way : “Source: A part of the LEAD Frameworks” and possibly indicate the LEAD work product family, such as “Part of LEAD Process Framework”.
Cannot be systematically “given away” – do not download all our content and simply hand it over to other colleagues or clients that are not trained and certified.
To ensure correct usage, any company usage of the LEAD material e.g. templates and tools has to be tailored and agreed upon by LEADing Practice ApS . LEADing Practice ApS may, in appropriate circumstances and at its discretion, terminate the access/accounts of users who infringe the intellectual property rights and pursue legal action.
Guidelines for non-LEAD community members using the IPR material
The following conditions apply to use of the LEAD Intellectual Property for non-community members:
Can be used free of charge for lecturing and research at any University and Business School
Material available at www.LEADingpractice.com can be used in a non-commercial way for knowledge sharing . When using any materials, it must include a source should be specified the following way : “Source: A part of the LEAD Frameworks” and possibly indicate the LEAD work product family, such as “Part of LEAD Process Framework”.
General guidelines that apply for all LEAD IPR material
Any use of original texts, graphics, images, screen shots, and other materials from LEAD sources must be approved by LEADing Practice ApS .
Any material cannot be generally distributed to colleagues, clients and or an undefined audience without written permission from LEADing Practice ApS .
Cannot be altered or changed (the using company) in any way without explicit written permission from LEADing Practice ApS .
In most cases, the LEADing Practice ApS acts as a distribution channel for the Publisher(s) and Authors) of the material provided. LEADing Practice ApS may, in appropriate circumstances of infringement of the intellectual property rights pursue legal action. For questions, please get in touch with us at info@LEADingPractice.com.
Agenda
The LEAD Principles Way of Thinking Way of Implementing Way of Working Way of Training
Way of Modelling Way of Governing
LEADing Practice Benefits The ESRP Blueprint deliverables
Enterprise Modelling & Enterprise Architecture De-composition & Composition Principles
Introduction Overview of the LEAD Frameworks
The 40 steps and the deliverables Using the LEAD Blueprinting Approach
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies
Way of Thinking (“welt anschauung”): Essential and the starting point of the LEAD eXpert structural approach.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies
Way of Thinking (“welt anschauung”): Essential and the starting point of the LEAD eXpert structural approach.
Each LEAD eXpert has to be able to have an abstraction level which can analyze, appraise, approximate, assess and capture an objects and or artifacts idea, design, plan, scheme and structure in order to understand the underlying thought, view, vision as well as perspective, philosophy and belief.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies
Way of Thinking (“welt anschauung”): Essential and the starting point of the LEAD eXpert structural approach.
Each LEAD eXpert has to be able to have an abstraction level which can analyze, appraise, approximate, assess and capture an objects and or artifacts idea, design, plan, scheme and structure in order to understand the underlying thought, view, vision as well as perspective, philosophy and belief.
This enables the LEAD eXpert to have structural approach around strategic definitions (wants, needs, direction, issues and problems).
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies
Way of Working: Important and the point where LEAD eXpert begin to structure ones approach.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies
Way of Working: Important and the point where LEAD eXpert begin to structure ones approach.
Each LEAD eXpert has to be able to translate the “Way of Thinking” into a “Way of Working”, thereby organizing, classifying, align, arrange, quantify, recommend and select objects and or artifacts in the systemized and categorized way they need to be de-composed or composed together.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies
Way of Working: Important and the point where LEAD eXpert begin to structure ones approach.
Each LEAD eXpert has to be able to translate the “Way of Thinking” into a “Way of Working”, thereby organizing, classifying, align, arrange, quantify, recommend and select objects and or artifacts in the systemized and categorized way they need to be de-composed or composed together.
This enables the LEAD eXpert to structure the arrangement of effort and work.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.
Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include:
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.
Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: • Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology).
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.
Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: • Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). • Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.
Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: • Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). • Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain • Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.
Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: • Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). • Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain • Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result. • Comprehensibility: the ease with which the way of working and way of modelling are understood by participants.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.
Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: • Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). • Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain • Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result. • Comprehensibility: the ease with which the way of working and way of modelling are understood by participants. • Coherence: the degree to which the individual sub models of a way of modelling constitute a whole.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.
Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: • Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). • Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain • Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result. • Comprehensibility: the ease with which the way of working and way of modelling are understood by participants. • Coherence: the degree to which the individual sub models of a way of modelling constitute a whole. • Completeness: the degree to which all necessary concepts of the application domain are represented in the way of modelling.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.
Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: • Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). • Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain • Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result. • Comprehensibility: the ease with which the way of working and way of modelling are understood by participants. • Coherence: the degree to which the individual sub models of a way of modelling constitute a whole. • Completeness: the degree to which all necessary concepts of the application domain are represented in the way of modelling. • Efficiency: the degree to which the modelling steps (e.g LEAD steps) uses resources such as time and people.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.
Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: • Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). • Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain • Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result. • Comprehensibility: the ease with which the way of working and way of modelling are understood by participants. • Coherence: the degree to which the individual sub models of a way of modelling constitute a whole. • Completeness: the degree to which all necessary concepts of the application domain are represented in the way of modelling. • Efficiency: the degree to which the modelling steps (e.g LEAD steps) uses resources such as time and people. • Effectiveness: the degree to which the modelling principles achieve its goals.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies Way of Modelling: The approach we follow to define the modelling principles, in order to make an objective assessment of this possible. The way of modelling also provides uniform and formal description of the model objects and artifacts within one or different model types using decomposition and composition modeling techniques at the different layers e.g. business, application, technology.
Each LEAD eXpert has to be able to translate the “Way of Working” into a “Way of Modelling”, which mostly include: • Expressiveness: the degree to which a given modelling technique is able to denote the models of any number and kinds of layered domains (business, application, technology). • Arbitrariness: the degree of freedom one has when decomposing and composing different models on one and the same domain • Suitability: the degree to which a given modeling technique is specifically tailored for a specific kind of whished output/result. • Comprehensibility: the ease with which the way of working and way of modelling are understood by participants. • Coherence: the degree to which the individual sub models of a way of modelling constitute a whole. • Completeness: the degree to which all necessary concepts of the application domain are represented in the way of modelling. • Efficiency: the degree to which the modelling steps (e.g LEAD steps) uses resources such as time and people. • Effectiveness: the degree to which the modelling principles achieve its goals. • Audit: the degree to which the end result of the models achieve its goals.
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies
Combining complex disciplines into an approach Developing Skills, Capabilities and Competencies
Value
Process
Informa0on Busine
ss Architecture
Applica0on
Data
Technology
IT Architecture
Busine
ss Con
sultan
t IT Con
sultan
t
LEADing Practice Assets & Tools consist of:
LEAD Frameworks: 1) Business Model/Competency Reference Framework 2) Process Reference Framework 3) Value Reference Framework 4) Service Reference Framework 5) Cloud Reference Framework 6) Information Reference Framework 7) Application Reference Framework 8) Data Reference Framework 9) Platform Reference Framework 10) Infrastructure Reference Framework
LEAD Methods: 1) Lifecycle Method 2) Layered Architecture Method 3) Decomposition & Composition Method 4) Maturity Reference Method 5) Requirement Reference Method 6) Business Innovation & Transformation Enablement (BITE) Method
LEAD Approaches 1) Blueprinting 2) Design & Build 3) Run & Maintenance 4) Governance & Continuous Improvement
Example of LEADing Practice Integration with Common Standards & Methods
LEADing Prac0ce integra0on with Common Standards & Methods
LEAD Framework consist of :
PM Standard IT Standard Integra0on with Enterprise Applica0on Method & Approaches
Prince 2 PMBOK ITIL v3 COBIT v5 SAP ASAP Method
Oracle Unified Method
Oracle AIM for Business
Flows
Oracle ApplicaDon ImplementaDon Method
(AIM)
Oracle Data Warehouse Method (DWM)
PeoplesoJ Compass
Methodology
MicrosoJ ERP (Grait Plains, Navision etc)
Competency/Business Model Reference Framework
x x x x (x) (x) (x)
Process Reference Framework (x) (x) x x x x x x x x
Value Reference Framework x x x x x x x x x x
Service Reference Framework x x x x x x (x) x x
Cloud Reference Framework x (x) x x (x) x x x x
InformaDon Reference Framework (x) (x) x x x x x x x x x
ApplicaDon Reference Framework x x x x x x x x x
Data Reference Framework x x x x x x x x x
PlaVorm Reference Framework x x x x x x x
Infrastructure Reference Framework x x x x x x x LEAD Methods consist of :
Life-‐Cycle Method x x x x x x x x x x x Layered Architecture Method x (x) x x x x x x x DecomposiDon & ComposiDon Method (x) (x) x x x x x x x x x Maturity Reference Method (x) (x) x x x x x x x x x Requirement Reference Method x x x x x x x x x x x Business InnovaDon & TransformaDon Enablement (BITE) Method x x x (x) x x x x x x x
LEAD Approaches consist of :
BlueprinDng DecomposiDon & ComposiDon x x x x x x x x x x x
Build DecomposiDon & ComposiDon x x x x x x x x x x x
Run DecomposiDon & ComposiDon x x x x x x x x x x x
ConDnuous Improvement DecomposiDon & ComposiDon
x x x x x x x x x x x
X = yes (X) yes, parts Source: www.LEADingPracDce.com
Example of LEADing Practice Integration with Process Methods
LEADing Prac0ce Integra0on with Process Methods
LEAD Framework consist of :
Business Process Re-‐engineering
Business Process
Engineering TQM
JIT ProducDon
Lean SigSigma APQC BPMN 2.0 BPMN-‐X
BPM-‐ Business Process
Management
Competency/Business Model Reference Framework
x x (x) (x) x (x) (x) x x
Process Reference Framework x x x x x x x x x x
Value Reference Framework x x x x x x x (x) x x
Service Reference Framework (x) (x) (x) x (x) (x) x x (x)
Cloud Reference Framework (x) (x) (x) (x) (x)
InformaDon Reference Framework (x) (x) (x) x (x) (x) (x) (x) x (x)
ApplicaDon Reference Framework (x) (x) (x) (x) x (x)
Data Reference Framework (x) (x) (x) x (x)
PlaVorm Reference Framework
Infrastructure Reference Framework LEAD Methods consist of :
Life-‐Cycle Method x x x x x x x x x x
Layered Architecture Method x x x x x x x (x) x x
DecomposiDon & ComposiDon Method x x x x x x x x x x
Maturity Reference Method x x x x x x x x x x
Requirement Reference Method x x x x x x x x x x
Business InnovaDon & TransformaDon Enablement (BITE) Method
x x x x x x x x
x x LEAD Approaches consist of :
BlueprinDng Approach x x x x x x x x x x
Build Approach x x x x x x x x x x
Run Approach x x x x x x x x x x
ConDnuous Improvement Approach x x x x x x x x x x
X = yes (X) yes, parts Source: www.LEADingPracDce.com
Example of LEADing Practice Integration with Enterprise Architecture Frameworks & Methods
LEADing Prac0ce integra0on with Enterprise Architecture Frameworks & Methods
LEAD Framework consist of :
Gartner's enterprise architecture framework
Treasury Enterprise Architecture Framework (TEAF)
Government Enterprise Architecture
(GEA)
AGATE (Atelier de GesDon de l'ArchiTEcture)
Federal Segment
Architecture Methodology
SoluDon ArchitecDng Mechanism
(SAM)
TOGAF DODAF Zachman
Federal Enterprise Architecture Framework (FEAF)
Competency/Business Model Reference Framework
(x) (x) (x) (x) (x) (x) (x) (x) (x) (x)
Process Reference Framework x x x x x x x x x x
Value Reference Framework (x) (x) (x) (x) (x) (x) (x) (x) (x) (x)
Service Reference Framework x x x x
Cloud Reference Framework x x x x x x x x
InformaDon Reference Framework x x x x x x x x x x
ApplicaDon Reference Framework x x x x x x x x x x
Data Reference Framework x x x x x x x x x x
PlaVorm Reference Framework x x x x x x x x x x
Infrastructure Reference Framework x x x x x x x x x x LEAD Methods consist of :
Life-‐Cycle Method x x x x x x x x x x Layered Architecture Method x x x x x x x x x x DecomposiDon & ComposiDon Method x x x x x x x x x x Maturity Reference Method x x x x x x x x x x Requirement Reference Method x x x x x x x x x x Business InnovaDon & TransformaDon Enablement (BITE) Method x x x x x x x x x x
LEAD Approaches consist of :
BlueprinDng DecomposiDon & ComposiDon x x x x x x x x x x
Build DecomposiDon & ComposiDon x x x x x x x x x x
Run DecomposiDon & ComposiDon x x x x x x x x x x
ConDnuous Improvement DecomposiDon & ComposiDon
x x x x x x x x x x
X = yes (X) yes, parts Source: www.LEADingPracDce.com
Project Management Lifecycle
Enterprise Modelling & Enterprise Architecture
LEAD Blueprinting Approach
Business & IT Alignment for Service Enablement
Success Areas For Innovation & Transformation
Business Model Innovation & Transformation
Strategy Roadmap
Structural Organization
LEADing Practice versus Best Practice of Business Model Domains
LEADing Practices of the Value Reference Framework
LEAD Governance & Continuous Improvement Approach
Layered Enterprise Architecture
IT Quality Maturity Levels
Business Process Diagram
Enterprise Modelling Principles & Enterprise Architecture for eXtended BPMN Modelling
LEAD Professional Career Path
Skills & Expertise Roadmap
The needed link between the Business & IT automation
Business
IT
Value
Performance
Data
Information Business
Technology
Process
Application
Architectural landscape
LEADing Practice Enterprise Modelling & Enterprise Architecture View
LEADing Practice Process Reference Framework View
LEADing Practice Value Reference Framework View
LEADing Practice Maturity Reference Method View
LEADing Practice Enterprise Modelling & Enterprise Architecture View
LEAD Objects
In the LEAD object modelling principles, a LEAD object refers to a specific, specialized object that is used by the Decomposition & Composition principles within the LEADing Practice Frameworks, LEADing Practice Methods and LEADing Practice Approaches.
In terms of the LEAD Way of Working using the LEAD objects, the classification of any of the LEAD objects is categorized in the following 17 areas/subjects and entities:
Requirement & Goal Business Competency Rules Process Services Object Owner Roles Flow
Measurement Application Data Platform Infrastructure Media Compliance Channel
LEAD Objects
The purpose of LEAD object modelling is to:
Decompose the objects into the smallest parts that can, should and needs to be modelled, and then compose the objects entities before building them (through mapping, simulation and scenarios).
Visualize and clarify object relationships with the LEAD artifacts by using maps, matrices and models (alternative representation of information).
Reduce and/or enhance complexity overview.
Communicate with customers.
Business Layer: Purpose & Goal (Value) Maps, Matrices & Models
Business Layer: Purpose & Goal (Value) Way of Thinking – Strategic Aspect Tasks
Focus Area Identify value and performance requirements Focus on value issues and weaknesses cluster Develop value and performance standards Ensure value measurements (across business areas) Apply continuous business value improvements Ensure strategic reporting and decision flow Business strategy development Business design Business model development Develop competitive and differentiated advantage Business Transformation & Innovation Enablement (BITE)
Relation to Strategy Analyze business strategy Identify internal and external drivers (competitive forces) Understand business model drivers Outline strategic business objectives (SBO’s) Identify performance and value opportunities Capture value and performance expectations and drivers Align value drivers to business strategy Define value innovation and transformation Define corporate and/or business unit strategy Develop and formalize business goals
LEADing Practice Maps
A LEAD Map is an accurate list and representation of the decomposed and/or composed LEAD Objects.
A LEAD Map is often in the form of a list that can be in a simple row as well as a catalog, and has the purpose of building an inventory or index list of the objects that are to be either decomposed and/or composed in the different LEAD Layers (business, application and technology).
Business Layer: Purpose & Goal (Value) Stakeholder Map
Stakeholder # Who specification: Who - in terms of ownership: Where specification:
Enterprise, Business Area or Group, Service Area or Group, etc.
Stakeholder Stakeholder (Business Unit)
Stakeholder (Department)
Stakeholder (Operational Manager) Business/Service Area Competency Groups Operational
Competencies
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
Business Layer: Purpose & Goal (Value) Way of Working – Tactical Aspect Tasks
Tasks & Services Analyze CAN, WANT and SHOULD do scenarios Analyze and benchmark strategies Identify pain chain and goal chain Define innovation and transformation need Identify and develop strategic business objectives (SBOs)
and critical success factors (CSFs) Define value expectations and drivers Develop value guidelines and measurements Ensure value reporting and decision flow Identify non-core competencies for cost cutting Develop strategic policies and guidelines
LEADing Practice Matrices
A LEAD Matrix is a representation that accurately shows the relationship between specific decomposed and composed LEAD Objects.
The core idea of a matrix is that it typically consists of aspects of one idea each in a list of row, another idea as a set of columns and a third as the cross product between the rows and columns.
This allows the LEAD Matrix to relate the unfamiliar to the familiar objects in the different layers (composition) usually through the form of a diagram, a table or a chart (e.g. rows and columns), thereby outlining direct connection points and showing a common pattern of the LEAD Objects.
Business Layer: Purpose & Goal (Value) Value Matrix
Value #
What specification: Driver & Forces
(internal/external)
Why specification: Strategy (strategic business objective)
Why specification: Value Driver
Whither specification: Goal (business/
application/technology)
What/Which specification:
Objective (CSF, plan, forecast, budget)
What/Which specification:
Performance Indicator (Strategic/Tactical/
Operational)
What specification: Value Proposition
Value Requirement (What is required to execute the value creation process)
#
Value Owner (Whom is ultimately responsible for the value management lifecycle)
#
Business Area & Group (Which business area and group is the value creation process a part of)
#
Value Requirement (What is required to execute the value creation process)
#
Value Owner (Whom is ultimately responsible for the value management lifecycle)
#
Business Area & Group (Which business area and group is the value creation process a part of)
#
Value Requirement (What is required to execute the value creation process)
#
Value Owner (Whom is ultimately responsible for the value management lifecycle)
#
Business Area & Group (Which business area and group is the value creation process a part of)
#
LEADing Practice Lifecycles
The LEADing Practice Lifecycle Method is the course of developmental changes through which the lifecycle evolves in terms of innovation and/or transformation as it passes during its lifetime.
The lifecycle phases covers the entire lifetime of the subject from analysis, strategy, requirements, component and task design and features, service definition, operations, improvements, optimization and changes.
The lifecycle consists of a set of steps/phases in which each phase uses the results of the previous one. It provides a sequence of phases and activities for subject matter experts and architects alike to identify, create, develop, launch, maintain and continuously optimize value for the enterprise in many different areas.
The LEADing Practice Lifecycle Method concept interlinks and can be integrated with other lifecycles and methodologies; they do, however, focus on all aspects from requirements to architecture:
LEADing Practice Lifecycles
1. Analysis: The phase where ones strategy is defined based on requirements (e.g. business needs and wants) as well as demands. Then goals and detailed requirements are defined and choices are clarified, and through blueprinting the maps, matrices and models are developed.
2. Design: The phase where one initiates, aligns, arranges, categorizes, charts, defines, determines, quantifies, drafts, outlines and designs the concept. The design phase considers the identified requirements and the specific design considerations for components, functions, modules, features, tasks and services.
3. Build: The phase where one creates, sets up, builds, integrates, standardizes, harmonizes, consolidates as well as test the product or solution.
4. Deploy/Implement: The phase where one launches, implements, executes, deploys, activates, completes, concludes and transitions the product or solution to execution (go live).
5. Run/Maintain: The phase where the product or solution is managed in terms of their components, services, incidents/issues and change request fulfillments, etc.
6. Continuous Improvement: The phase where one improves upon the existing features of the product or solution and evaluates, adjusts, alters, amends, changes, corrects, eliminates, enhances, increases, modifies, optimizes and/or excludes specific parts.
Business Layer: Purpose & Goal (Value) Value Management Lifecycle
Business Layer: Purpose & Goal (Value) Way of Modelling – Operational Aspect Tasks
Tasks & Services: Create strategy map Create scorecards Create value maps Create value and performance measurements Prioritize innovation and transformation initiatives
LEADing Practice Models
A LEADing Practice Model is a representation that graphically shows the relationship and the interconnection of specific composed objects and complies with a specific set of rules for what the graphical components mean and how they are connect.
The key ideal of a model is that it is a graphical representation, an illustration, of a composition of information intended to represent an aspect of an enterprise e.g. business, application and/or technology, using a specific set of rules, which express a logic or grammar.
Based on already acquired information from either a map or a matrix (or both), a model is usually crafted to enable complex information to be communicated more easily to stakeholders, management and leadership within their domain through the use of a more detailed, graphical illustration and/or depiction.
Business Layer: Purpose & Goal (Value) Value & Goal Decomposition & Composition Model
Business Layer: Business Competency Maps, Matrices & Models
Business Layer: Business Competency Way of Thinking – Strategic Aspect Tasks
Focus Area Business model development (level 1, 2 and 3) Develop competitive and differentiated advantage Business Innovation & Transformation Enablement (BITE) Identify business requirements Focus on business challenges and issues Develop business design Develop business standards Ensure business integration, optimization and improvement (across business areas) Business architecture strategy and alignment Scorecard map alignment
Relation to Strategy Analyze business strategy Strategy map alignment and strategic anchoring Identify internal and external drivers (competitive forces) Identify and define internal and external forces and drivers Understand business model drivers Outline strategic business objectives (SBO’s) Define value innovation and transformation Define corporate and/or business unit strategy Develop and formalize business goals Develop business model based on strategic alignment
Business Layer: Business Competency Competency Map
Competency #
What specification: Who/Whose specification:
Business Competency
Area
Competency Groups
Operational Competencies
Stakeholder involved Executive Owner Managers
involved Roles/Resources
involved Business Model
Level Business Owner
#
#
#
#
#
#
#
#
#
#
#
#
#
#
Business Layer: Business Competency Way of Working – Tactical Aspect Tasks
Tasks & Services
Identify and define competency areas, groups and operational competencies
Identify strategic business objectives (SBO’s) and critical success factors (CSF’s)
Define innovation and transformation need
Identify core competitive and core differentiated competencies
Identify non-core competencies for cost cutting
Identify business functions and select business tasks
Identify level of business standardization and integration
Develop business measurements and reporting
Develop business policies, guidelines and standards
Understand, identify and develop balanced scorecards
Assess and develop competency maturity levels across enterprise
Business Layer: Business Competency Competency Matrix
Competency #
What specification: Who/Whose specification:
Business Competency Area
Competency Groups
Operational Competencies
Stakeholder involved Executive Owner Managers
involved Roles/Resources
involved
Whither specification e.g. Core Differentiated, Core Competitive or Non-Core Competency
#
Where, in terms of level e.g. Strategic/Tactical/Operational #
How, specification in terms of manner e.g. Tiered delivery model
#
Why in terms of reason specification e.g. Reason and Drivers for change
#
Whiter in terms of goal specification e.g. SBO, Plans, Forecast, Budgets etc
#
Whither specification e.g. Core Differentiated, Core Competitive or Non-Core Competency
#
Where, in terms of level e.g. Strategic/Tactical/Operational #
How, specification in terms of manner e.g. Tiered delivery model
#
Why in terms of reason specification e.g. Reason and Drivers for change
#
Whiter in terms of goal specification e.g. SBO, Plans, Forecast, Budgets etc
#
Business Layer: Business Competency Competency Lifecycle Management
Business Layer: Business Competency Way of Modelling – Operational Aspect Tasks
Tasks & Services:
Develop revenue model
Develop cost model
Develop value model
Develop service model
Prioritize innovation and transformation initiatives
Business architecture roll-out
Decompose and compose business competencies
Business Layer: Business Competency Competency Decomposition & Composition Model
Business Layer: Business Service Way of Thinking – Strategic Aspect Tasks
Focus Area
Identify service requirements
Focus on service issues and weaknesses cluster
Develop service standards
Ensure service integration (across business areas)
Continuous service improvement
Relation to Strategy
Capture service purpose and goals
Align business service to business strategy
Define service Innovation and transformation
Business Layer: Business Service Service Map
Service #
What specification Who/Whose specification
Service Area Service Group Business Service Service Channel Stakeholder Involved Service Owner Manager Involved Role/Resource
Involved
#
#
#
#
#
#
#
#
#
#
#
#
Business Layer: Business Service Way of Working – Tactical Aspect Tasks
Tasks & Services
Identify and define service flow (service provider and service consumer)
Service construct and delivery
Identify and define service level agreements (SLA’s) and service measurements
Benchmark service maturity
Identify and define service media, channel and tiers
Identify and define service enablement needs
Identify and define service map and service flow
Business Layer: Business Service Service Matrix
Service #
What specification Who/Whose specification:
Service Area Service Group Business Service Service Channel Stakeholder Involved Service Owner Manager Involved Role/Resource
Involved
Whether (option) specification e.g. Service nature (simple, generic, complex) #
Where, in terms of level e.g. Strategic/Tactical/Operational #
How, specification in terms of manner e.g. management, main or supporting #
Why in terms of reason of behaviour e.g. Rules and compliance aspects #
Whiter in terms of goal specification e.g. goals, plans, requirements etc #
Which Service measurements, reporting, channels are involved #
Whether (option) specification e.g. Service nature (simple, generic, complex) #
Where, in terms of level e.g. Strategic/Tactical/Operational #
How, specification in terms of manner e.g. management, main or supporting #
Why in terms of reason of behaviour e.g. Rules and compliance aspects #
Whiter in terms of goal specification e.g. goals, plans, requirements etc #
Which Service measurements, reporting, channels are involved #
Business Layer: Business Service Service Management Lifecycle
Business Layer: Business Service Way of Modelling – Operational Aspect Tasks
Tasks & Services:
Develop revenue model
Develop cost model
Develop service model
Business Layer: Business Service Service Decomposition & Composition Model
Business Layer: Business Process Way of Thinking – Strategic Aspect Tasks
Focus Area
Analyze business process requirements
Ensure that process design is based on business innovation and transformation
Process implementation to guarantee business standardization
Continuous process improvement
Relation to Strategy
Value investigation in identifying critical business factors
Ensure value planning in aligning process goals to business goals and objectives
Enable business decision making through real time measurement (link PPI’s to KPI’s)
Link process transformation activities to business model
Work with process owners, business owners and executives to ensure value governance
Business Layer: Business Process Process Map
Process #
What specification: Who/Whose specification:
Business Process Area Process Groups Business
process Process Steps Process Activities
Stakeholder involved Process Owner Managers
involved Roles/Resources
involved
#
#
#
#
#
#
#
#
#
#
Business Layer: Business Process Way of Working – Tactical Aspect Tasks
Tasks & Services Categorize processes according to the main, management and supporting processes Benchmark process maturity levels Identify and categorize process area and group Identify business competencies, tasks and services in the business workflow Identify business objects, information objects and data objects Ensure that the system flow encompasses the organizations service, information and
process flow Analyze and design business processes to ensure business and IT standardization and
integration Setup process measures and ensure the level of automation e.g. system measurements Develop business monitoring and reports in cockpits, dashboards and scorecards Identify business rules and ensure process compliance Ensure interlink between Business and Process Ownership Ensure process models incorporate right process levels, measures, services, rules,
reporting and roles Manage processes through the process lifecycle
Business Layer: Business Process Process Matrix
Process #
What specification: Who/Whose specification:
Business Process Area Process Groups Business
process Process Steps Process Activities
Stakeholder involved Process Owner Managers
involved Roles/Resources
involved
Whither (option) specification e.g. Events, gateways and measures (manual/automated)
#
Where, in terms of level e.g. Strategic/Tactical/Operational #
How, specification in terms of manner e.g. management, main or supporting #
Why in terms of reason of behaviour e.g. Rules and compliance aspects
#
Whiter in terms of goal specification e.g. goals, plans, requirements etc #
Whither (option) specification e.g. Events, gateways and measures (manual/automated)
#
Where, in terms of level e.g. Strategic/Tactical/Operational #
How, specification in terms of manner e.g. management, main or supporting #
Why in terms of reason of behaviour e.g. Rules and compliance aspects
#
Whiter in terms of goal specification e.g. goals, plans, requirements etc #
Business Layer: Business Process Process Management Lifecycle
Business Layer: Business Process Way of Modelling – Operational Aspect Tasks
Tasks & Services:
Process decomposition into process area, group business process, steps and activities
Process composition, considering business purpose/goals, business competencies, services, objects, business flows, roles, business rules, compliance, measurements and the IT aspects of applications, data, media, platform and infrastructure
Model process artifacts throughout the different layers e.g. business, application and technology
Business Layer: Business Process Process Decomposition & Composition Model
Application Layer: Application Way of Thinking – Strategic Aspect Tasks
Focus Area Identify application requirements and goals Business and IT (application/software) design Focus on application development and configuration (solutions/projects) Develop application standards Ensure application integration Ensure correct application testing Maintain and optimize application solutions
Relation to Strategy Develop application solutions based on business/IT requirements Define solution functions linked to business functions Develop solutions and goals based on operational objectives Link business KPI’s to system KPI’s Ensure correct system reporting in terms of reports, cockpits, dashboards & scorecards
Application Layer: Application Application Map
Component #
Whence specification: What/Which specification:
Version number Logical/Physical Component Application Module Application Function Application Feature Application Task
Application Layer: Application Way of Working – Tactical Aspect Tasks
Tasks & Services Define level of application service standardization and integration Develop application functions, tasks and features Identify application to application communication Identify application components and services Define application components and modules Define information objects and system flow Design system measurements and reports Select application functions, tasks, features and services Build application roles Define application rules Ensure information compliance to governance, business, process and service rules Develop system flow Enable application channels and media Enable devices to work with information Set up system measures and monitoring Develop system cockpits, dashboards and scorecards Benchmark application maturity
Application Layer: Application Application Matrix
Application Service, #
What/Which specification:
<Application Service Name, #>1
<Application Service Name, #>2
<Application Service Name, #>3
<Application Service Name, #>4
<Application Service Name, #>5
<Application Service Name, #>6
<Application Service Name, #>7
<Application Service Name, #>8
<Process Step> #
<Process Step> #
<Process Step> #
<Process Step> #
<Process Step> #
<Process Step> #
<Process Step> #
<Process Step> #
<Process Step> #
<Process Step> #
<Process Step> #
<Process Step> #
Application Layer: Application Application Matrix
Application Layer: Application Way of Modelling – Operational Aspect Tasks
Tasks & Services
Collect application goals
Capture application requirements
Analyze application functions
Decompose system capabilities
Define screen flows, interface map and application landscape and service flows
Map application tasks to process activities
Compose application map, application process matrix and application service model and matrix
Decompose and compose application objects
Align application service flows to process flows and steps
Application Layer: Application Application Decomposition & Composition Model
Application Layer: Data Way of Thinking – Strategic Aspect Tasks
Focus Area Identify data requirements and goals IT solution (data) design Focus on data development and configuration (solutions/projects) Develop data standards Ensure data integration Ensure correct data testing Maintain and optimize data solutions
Relation to Strategy Develop data solutions based on business/IT requirements Develop data solutions and goals based on operational objectives Link business KPI’s to system KPI’s Ensure correct data reporting in terms of system reports, cockpits,
dashboards and scorecards
Application Layer: Data Data Map
What/which specification: Who is involved: Where is it used:
Data # Data Component Data Object (information/data) Data Entity Data Type Data Service Data Owner Data Users Data Channel Channel
Application Layer: Data Way of Working – Tactical Aspect Tasks
Tasks & Services
Define data standardization and integration
Develop and define data components, services and rules
Define information and data objects and system flow
Ensure data compliance to governance, business, process, application and service rules
Develop data flow
Enable data channels and media
Enable devices to work with data
Set up data measures and monitoring
Benchmark data maturity
Application Layer: Data Data Matrix
Data #
What/which specification: Who is involved: Where is it used:
Physical Application Component
Data Object (information/data) Data Entity Data Service Data Owner Data User Channel Media
Business Service (which business service does the data service collaborate with) Application Service (which application service does the data service collaborate with)
Application Task (which application task uses the data)
Data Requirement (what business requirement does the data have to meet) Data Goal (to what end or purpose is the data required)
Data Rule (what rule governs the data)
Data Compliance (in what way does the data have to comply) Business Service (which business service does the data service collaborate with) Application Service (which application service does the data service collaborate with)
Application Task (which application task uses the data)
Data Requirement (what business requirement does the data have to meet) Data Goal (to what end or purpose is the data required)
Data Rule (what rule governs the data)
Data Compliance (in what way does the data have to comply)
Application Layer: Data Data Management Lifecycle
Application Layer: Data Way of Modelling – Operational Aspect Tasks
Tasks & Services
Collect data goals and requirements
Analyze meta data
Identify and define data components, entities, roles, flows, services
Identify system measurements, application components, platform services and components, reporting requirements
Map data entities to application tasks
Compose data map and data service matrix and model
Define data distribution scenarios
Define level of data service standardization and integration
Define interface map
Align data service flows to application service flows
Identify application to application communication and data dissemination
Application Layer: Data Data Decomposition & Composition Model
Technology Layer: Platform Way of Thinking – Strategic Aspect Tasks
Focus Area Identify platform requirements Platform design strategy Focus on platform development and configuration (enterprise/solutions/projects) Develop platform standards Ensure platform integration, harmonization, consolidation and testing Maintain and optimize platform development
Relation to Strategy Define platform services linked to business services Develop platform solutions based on business/technology requirements Develop platform solutions based on operational objectives and goals Develop platform maturity throughout the enterprise
Technology Layer: Platform Platform Map
What/Which Who is involved: Where
Platform # Logical/Physical Component Device Function Service Owner Users Channel Media
Technology Layer: Platform Way of Working – Tactical Aspect Tasks
Tasks & Services Define platform standardization and integration Define platform components, devices and rules Develop enterprise platform requirements Develop platform services Ensure platform compliance to governance, business, process,
service, application and data rules Enable platform channels Set up platform media Enable devices to work with platforms Benchmark platform maturity
Technology Layer: Platform Platform Matrix
Platform #
What specification: Who is involved: Where specification:
Logical/Physical Component Device Function Service Owner Users Channel Media
Platform Requirement (what business requirement does the platform have to meet)
Platform Goal (to what end or purpose is the platform required)
Platform Rule (what rule governs the platform)
Platform Compliance (in what way does the platform have to comply)
Platform Requirement (what business requirement does the platform have to meet)
Platform Goal (to what end or purpose is the platform required)
Platform Rule (what rule governs the platform)
Platform Compliance (in what way does the platform have to comply)
Platform Requirement (what business requirement does the platform have to meet)
Platform Goal (to what end or purpose is the platform required)
Platform Rule (what rule governs the platform)
Platform Compliance (in what way does the platform have to comply)
Technology Layer: Platform Platform Management Lifecycle
Technology Layer: Platform Way of Modelling – Operational Aspect Tasks
Tasks & Services Collect platform goals and requirements Analyze platform functions Decompose platform functions and capabilities to compose platform services Determine platform components to deploy platform services, application
components and data components Identify platform services, components, software distribution, software
virtualization, high availability requirements Map platform services to application and data services Compose platform map and platform application matrix Define level of platform service standardization and integration Compose platform model, landscape and distribution model
Technology Layer: Platform Platform Decomposition & Composition Model
Technology Layer: Infrastructure Way of Thinking – Strategic Aspect Tasks
Focus Area Identify infrastructure requirements Infrastructure design strategy Focus on infrastructure development and configuration (enterprise/solutions/projects) Develop infrastructure standards Ensure infrastructure integration, harmonization, consolidation and testing Maintain and optimize infrastructure development
Relation to Strategy Define infrastructure services linked to business services Develop infrastructure solutions based on business, application and technology
requirements Develop infrastructure solutions based on operational objectives and goals Develop infrastructure maturity throughout the enterprise
Technology Layer: Infrastructure Infrastructure Map
What/Which specification: Who is involved: Where is it used:
Infrastructure # Logical/Physical Component Device Function Feature Service Owner Users Channel
Technology Layer: Infrastructure Way of Working – Tactical Aspect Tasks
Tasks & Services
Define infrastructure standardization and integration
Define infrastructure components, devices and rules
Develop enterprise infrastructure requirements
Develop infrastructure services
Ensure infrastructure compliance to governance, business, process, service, application, data and platform rules
Enable infrastructure channels
Set up infrastructure media
Enable devices to work with infrastructure
Benchmark infrastructure maturity
Technology Layer: Infrastructure Infrastructure Matrix
Infrastructure #
What specification: Who is involved: Where specification:
Logical/Physical Component Device Function Service Owner Users Channel Media
Infrastructure Requirement (what business requirement does the infrastructure have to meet)
Infrastructure Goal (to what end or purpose is the infrastructure required)
Infrastructure Rule (what rule governs the infrastructure)
Infrastructure Compliance (in what way does the infrastructure have to comply)
Infrastructure Requirement (what business requirement does the infrastructure have to meet)
Infrastructure Goal (to what end or purpose is the infrastructure required)
Infrastructure Rule (what rule governs the infrastructure)
Infrastructure Compliance (in what way does the infrastructure have to comply)
Infrastructure Requirement (what business requirement does the infrastructure have to meet)
Infrastructure Goal (to what end or purpose is the infrastructure required)
Infrastructure Rule (what rule governs the infrastructure)
Infrastructure Compliance (in what way does the infrastructure have to comply)
Technology Layer: Infrastructure Infrastructure Management Lifecycle
Technology Layer: Infrastructure Way of Modelling – Operational Aspect Tasks
Tasks & Services
Collect infrastructure goals and requirements
Analyze infrastructure functions
Decompose infrastructure functions and capabilities to compose infrastructure services
Identify infrastructure services, hardware distribution and hardware virtualization
Map infrastructure services to platform services
Compose infrastructure map, matrix, model and landscape
Define level of infrastructure service standardization and integration
Define high availability scenarios
Determine infrastructure services to support platform services
Determine infrastructure components to deploy platform components
Technology Layer: Infrastructure Infrastructure Decomposition & Composition Model
LEADing Practice Framework Benefits
The LEADing Practice frameworks has proven to help companies with some of the most common and complex advanced modelling principles, dilemmas and challenges that companies has to confront today. This includes, but is not limited to: Link to strategy. Mapping of Business Model domains. Capture Service Model. Map and model processes and activities. Identification of value and performance drivers. Capture the many diverse and different workflows such as e.g. business workflows, service
workflows, process flows, application system flows, data flows, reporting flows, etc. Model value and performance aspects, recognize and categorize measurements and reporting. All aspects of information architecture in terms of information object modelling, information
measurements and reporting, etc. All aspects of application modelling and application architecture in terms of application
components, modules, functions, tasks, services, flows, events, measurements and reporting as well as application standardization and integration.
Analyze and develop your maturity levels and all aspects of data modelling and data architecture in terms of data components, data entities, data services, data flows, measurements, and data reporting as well as data harmonization and consolidation.
Technology standardization and integration (application, data, platform and infrastructure). Cut costs. Introduction of new solutions (BPM, SOA, Cloud, etc.). Business Transformation & Innovation Enablement.
LEADing Practice Benefits
LEADing Practice represents a new breed of Enterprise Architecture (EA) frameworks and EA governance standards and is today being recognized as a paradigm shift within the global business and IT community. There are many distinguishing differences between LEADing Practice and traditional EA frameworks.
The unique LEADing Practice differences are:
Based on university research and analysis and hands-on practical working experience and implementation in companies.
Community-driven open architecture and open standard Enterprise Architecture framework.
Comes with industry-specific versions.
Developed by practitioners for practitioners.
Connects the elements of the enterprise directly to strategy and company objectives.
Is built with a full value perspective and modelling principles.
Comes with performance measures to demonstrate the real value of enterprise architecture.
Includes tools for verifying the completeness and quality of business, application and technology designs.
Works in layers, not only in domains.
Fully integrated frameworks, methods and approaches with supporting maps, matrixes, models, assets and tools.
Integrates its modelling principles to all other existing frameworks, methods and approaches such as ITIL, COBIT, TOGAF, Zachman, ASAP, BPMN, etc.
LEADing Practice Benefits
The unique LEADing Practice differences are (continued):
Modelling principles are integrated and interlinked.
Complete enterprise modelling.
Cross-disciplinary concept.
A consolidated and harmonized Way of Thinking, Working, Modelling, Implementing, Training and Governing.
Has a fully integrated built-in continuous improvement approach.
119
top related