Bridging enterprise-architecture and systems-thinking

- an introduction to Enterprise Canvas

Tom Graves, Tetradian Consulting: October 2014

the futures of business

An EA / systems-thinking tool…

Setting the scene…

A core aim inEA and systems-thinking:

things work betterwhen they work together

on purpose

For this to happen, we needguided-conversations

that are actuallyeveryone’s responsibility.

What visual tools can we useto engage people in this?

Let’s begin, though, witha cautionary tale…

Motorola RAZR- a hugely innovativeproduct(in 2003, anyway)

CC-BY-NC joshb via Flickr

- the outcomeof a new type

of innovation process

did Motorola forget their process for innovation?

- mere tweaks to the product

four years later, the product was gone – and almost the company too

CC-BY-NC-ND gordon meivia Flickr

Keep focus on the processfor tools-development,

not just any one product…

Our task here:

some frame or tool to guide conversations about

things work betterwhen they work together

on purpose

…but we need to be carefulnot to get too focussed

on the tool itself…

keep ourselves open to the awareness that there are

always other ways to do this!

Where do we start?

Short answer:

start with what we alreadyhave ready to use

in our ideas-toolkit…

Exploring the toolkit

On one side, there’senterprise-architecture…

Enterprise-architecture…

Zachman Framework

Enterprise-architecture…

The ‘BDAT stack’

Enterprise-architecture…

TOGAF (The Open Group Architecture

Framework)RequirementsManagement

G.Governance

and Compliance

E.Opportunities

andSolutions

C.Develop

Data / Apps Architecture

A.ArchitectureScope and Purpose

Preliminary:Framework,

Principles and Core Content

H.Architecture

Change Management

B.Develop

Business Architecture

D.Develop

TechnologyArchitecture

F.Migration Planning

Enterprise-architecture…

PRM (Performance Reference Model) fromFEAF ([US] Federal Enterprise Architecture Framework)

Enterprise-architecture…

Process-models (lots of them)

Enterprise-architecture…

Capability-models (lots of them)

Capture Order

Assemble Order

Prepare order documentation

Accept from Contractor

Accept Agency Order

Capture inbound order events

Receive inbound order from agency

Print & apply agency identifier

labels

Reconciliation of agency bills &

orders

Record agency order violations

Handover order documentation to transport driver

Outbound

Handover Order to Transport

Driver

Capture actual acceptance

events

Verify OrderReceive Order

Lodgement

Accept at Customer Location

Accept at Facility

Receive electronic order via internet

I nbound

Process electronic order via email

Verify Order

Preparation & Streaming

Handle Rejected Orders

Capture Order information

Process Payment for Order

Customer

SupportHuman Resources

Succession Planning

RecruitmentMaintain employee

recordsOccupational Health

& SafetyOperational Training

Leave Administration

Finance

Provide Financial Analysis & Direction

Support Business Cases

Produce budgets & forecasts

Manage Financial Policy & Procedures

Record & monitor expenditure

Transport

Process

Check and prepare vehicle

Road Transport Operations

Drop Off Orders & empty containers

Handle vehicle incidents (breakdowns,

re-fuel, etc.)

Capture transport run events

Drive transport vehicle between locations

Pick Up Orders & empty containers

Staff Development

Manage

Consolidate Orders

Create & Maintain Facility NCR-Code

Plans

Estimate Production Volumes

Plan & Schedule Production Operations

Staffing & Rostering

Time and Attendance

Monitor Order Processing

Review Facility Performance & imp.

improvements

Corrective Action for Processing

Quality Control

Dock Management

Production Management

Corrective Action for Transport &

Delivery

Prepare Customer Transfer

Plan Transfer Production

Prepare Transfer Data

Prepare Transfer Production

Prepare Transfer Documentation

Support Customer Bulk Orders

Advise customer of bulk-order

issues

Manage Customer Order

Quality

Support customer bulk-

orders

Handle Customer Complaints &

Inquiries

Receive & record notification of

problems

Investigate & resolve problems

Report Status of Order

Handle general inquiries

Process Service Requests

Process Requests

Process Other Requests

Process Payment for Service

Consumable Tools

Management

Specify Tools requirements

Acquire & Locate Consumable Tools

Maintain inventory of Consumable Tools

Manage & Perform maintenance of

Consumable Tools

Container & Label Management

Specify container requirements

Acquire & Supply Containers

Manage & Perform maintenance of

containers

Maintain inventory of containers

Label Policy & Design

Manage Label Stock

Specify vehicle requirements

Vehicle Management

Purchase or Lease vehicles (&

accessories)

Dispose of vehicles

Maintain inventory of vehicles

Manage contracts with fuel suppliers

Monitor payments to fuel suppliers

Manage allocation of vehicles to facilities

Manage vehicle registration &

insurance

Prepare claims for diesel & alternative

fuel grant

Manage maintenance of

vehicles

Equipment Management

Property Management

Specify Property Requirements

Acquire Property

Dispose of Property

Manage Building Administration

Establish & Maintain Relationships with

Licensees

Manage Relationship with

Licensees

Calculate Revenue due from Licensees

Specify materials requirements

Materials Management

Acquire & Locate Materials

Maintain inventory of Materials

Select & Manage Asset Maintenance Service Providers

Evaluate & select Asset Maintenance Service Providers

Establish & maintain Asset Maintenance

Contracts

Monitor Service Provider performance

Terminate Contract

Order ManagementFacility / Infrastructure Planning and Design

Transport OperationsAttendance & RosteringFacility / Infrastructure

Development

Operations Planning & Scheduling

Customer Billing & Payment

Operations Monitoring & Control

NCR-Code Management

Service Provider Management

Customer Service Management

Event Information Management

Product Delivery

Production Operations

Facility Asset Management

Facility Information

Performance Management

Production Strategy

System Development & Support Management

Property Management

Out of scope

Complete preparation of orders into consignments

Commence carrier service

Carrier staff verify consignment details & hand

over consignment to contractor

Lodge consignments with carrier

Verify / accept consignment

Visit "trans-ship" port

Complete carrier service

Receive & verify consignments

Handle consignment exceptions

Separate and store containers etc. in preparation

for transport to facility

Domestic Carrier Transport Operations

Transport Facility Management

Time and Attendance

Monitoring & Control

Review Facility Performance & implement

improvements

Planning & Scheduling

Staffing & Rostering

Planning & Monitoring of Carrier Services

Determine required lodgement &

handover times

Receive new/ updated schedules

from carriers

Develop & maintain carrier lodgement

schedules

Monitor carrier services & provide corrective action

Assess disputed/late consignments

I nternational CarrierTransport Operations

Receive inbound containers at origin

port

Handover outbound containers at

destination port

Transport bond containers from origin port to destination port

NCR-Code Updates

Capture Machine Configuration

Changes

Capture Tool Changes

Capture Machine Changes

Capture and Notify NCR-Code Changes

Manage Post-Production Operations

Establish Production Volumes

Time and Attendance

Monitor Post-Production Operations

Corrective Action

Review Facility Performance &

Implement Improvements

Staffing & Rostering

Plan & Schedule Operations

Setup forNon-Contractor

Delivery

Handle delivery vehicle incidents

Check & Prepare Delivery Vehicles

Document Handover to Transport

Driver

CaptureNon-Contractor Delivery Events

Deliver Container to Customer

Handle Customer Returns

Operate Vehicle for Transport Runs

Drop Off / Pick Up at Facility Depot

Setup forContractorDelivery

Receive Container from Contractor

Drop-Off

Receive Misdirected Container from

Contractor

Deliver Container via Contractor

Record errors & notify customer

Store articles

Verify Customer Pick-up

Handle Undeliverables

(including missorts)

Calculate Priority Delivery Charge

Capture Contractor Delivery Events

Despatch Container for Contractor

Pick-Up

Facility Administration

General AdministrationIndustrial Relations

Manage Transport Sub-Contractors

Maintain Contractor Service Information

Evaluate & Select Transport

Contractors

Establish & Maintain Transport Contracts

Monitor Contractor Performance

Manage Payments to Contractors

Terminate Contract

Select & Manage Agencies

Evaluate & Select Agencies

Establish & Maintain Contracts with

Agencies

Monitor Agency Performance

Manage Payments To/From Agencies

Terminate Contract with Agency

NCR-Code Management

NCR-Data Strategy, Policy &

Procedures

Maintain NCR Information

Maintain Machine Configuration Data

NCR Configuration Improvement

Manage Machine-Specific NCR Configuration

NCR Code-Sharing Management &

Support

Processing Procedure, Policies

& Governance

Processing Strategies

Processing Strategy & Design

Develop Processing Plans

Manage Facility I nformation

Define Costing Reference Data

Maintain Prod’n Structure

Information

Define terminology, & codes

Manage barcoding standards, formats & characteristics

Manage central storage of event

information

Manage inventory of

scanners

Manage central storage of production

volumes

Performance Management

Measurement of Service Quality

Measure Financial Performance

Measurement of Resource Utilisation

Performance Analysis

Production Systems

Initiate Project

Evaluate Solutions

Finalise Project

Systems support & maintenance

Develop / Enhance System

Implement System

Determine business systems

strategies

Systems control & Administration

Facility / I nfrastructure Design & Development

Specify Facility Requirements

Model Proposed Solutions

Select & Design Preferred Solution

Plan & Schedule Facility

Development

Implement Facility Changes

Construct Facilities & Equipment

Production Planning

Determine prod’n strategy & direction

Capacity Planning

Investment Planning

Determine prod’n principles &

policies

Legislative Compliance

Develop & maintain Dangerous Goods

policies & procedures

Production Capacity Analysis

Develop business perf. measures &

targets

Manage Core Business

Develop Business Strategies

Develop Business Plans

Receive Transfers at Facility

Transfers Damage Check

Slotting / Sequencing

Interleaving

Pre-Mould Verify

Slippage Adjustment

Batch Alignment for Moulding

Pre-Production Processing at

Facility

Capture Processing Events

Materials Receipt and Verification

Inspection of inbound materials

Process “Under Bond” Materials

Process Hazardous Materials

Handover Materials to Warehouse

Licensee Outbound Operations

Inspection of outbound product

Prepare licensee consignment for

despatch

Capture outbound volumes and

events

Despatch outbound product via licensee

carrier

Equipment Maintenance

Handle Non-Valid Orders

Machine Preparation

Moulding

Prepare agency consignments

Prepare product for road transport

Production Operations

Capture production events

Inward Dock Operations

Initial Preparation

Move Product between

processing steps

Machine Production

Order Configuration

Manual Preparation

Stream orders into production

batches

Manage batch containers prior

to pick up

Manage business performance &

operations

Manage Projects

Co-ordinate Projects

Accept Inbound Requests

Design, Specify & Evaluate New

Equipment

Purchase/Dispose Equipment &

Spares

Install & Relocate Equipment

Develop Maintenance

Strategies

Monitor & Optimise Performance &

Reliability

Ensure Logistics & OH&S Compliance

Manage Equipment Configuration

Manage Technical Documents &

Support Systems

Manage Inventory, Repairs & Stores

Infrastructure

Capture Consolidation

Events

Capture volumes & machine statistics

Plan & Schedule Equipment

Maintenance

Perform & Reord Equipment

Maintenance

Correct & Record Equipment Faults &

Parts Usage

Monitor & Report Maintenance Compliance

Modify Equipment

Optimise Equipment

Performance & Reliability

Perform & Manage Stores Function

Manage Technical Documents

Maintain Technical Help Desk

Enterprise-architecture…

Information-models (lots of them)

Performance Management NCR-Code Management

NCR-CodeManagement

NCR-CodeManagement

Services

NCR-Code Software Approval

Machine-Configuration ManagementMachine-code

NCR-Code file

NCR Configuration

NCR-Code

Machine-class data

Machine-code

Requests for new code-sets

Operations Monitoring & Control

Production Monitoring

(Inb’d / Outb’d)

Transport Monitoring

Production Monitoring

(Processing)

Order Management

Customer Order Quality

Assurance

Automated Transfer

Preparation

Transfer Quality Management

Prepare Transfer Production

Process Transfer Order

Generate Planned

Transfer Data

Barcode issues

Transfer volumes (planned & actual)

Customer Service Management

Accept Request

Customer

Accept Other Request

Partner Items Management

Core service details

Other service details

Customer details

Service performance by product

Product Service Performance Reporting &

Analysis

Infrastructure Performance Reporting &

Analysis

Production Performance

Performance Reporting (Inbound/

Outbound)

Facility Performance

Reporting (Processing)

Transport Performance

Reporting

Inbound/outbound performance Processing

performance

Transport performance

Infrastructure performance, performance measures & targets

Performancedetails

Production Processing Operations

post-mould

Milling Machine

Shaping Machine

Manage Customer Transfers

Pre-Despatch

Moulding

Produce Container

Labels

Robot Transfer

Auto-Rectify

Pre-Sort Machine

Manage Materials Storage

partialmould

rectifiedmould

tag and pre-sort

Tray Management

System

pre-mill before mould

Facility Asset Management

Fleet Management

Facility Asset Inventory

Management

Facility Asset Maintenance Management

Scanner Management

Spare Parts Management

FacilityAsset

Asset details

Asset maintenancefaults & parts usage

Assetdetails

Vehicle details

Scanner details

Materials details& parts usage

Parts re-supply& distribution

Facility Information Management

Maintain Basic Reference Data

Maintain Costing Reference Data

Maintain Facility

Structure

Production Plans

Management

Network nodes, product path

Reference data

Basicreference

data

Costing reference data

Network nodes, product path

Reference Data

ProductionStructure

Productplans

Operations Planning & SchedulingDetermine Production

Volumes

Production Volume

Forecasting

Production Planning

(Inb’d/Outb’d)

Transport Scheduling

Transport Service Demand

Production Planning

(Processing)

Plans & Schedules

Daily plans (inb’d / outb’d)

Daily plans (processing)

Daily volume

forecasts

Expectedvolumes

(from orig. facilityor bulk orders)

Volumesexpected from

processing facility(today)

Dailyvolume

forecasts

Work requirements(ongoing &

ad hoc)

Transport schedules

Service Provider Management

Service Provider

Management

Service Provider

Service provider details &

arrangementsLicensee

Management

Maintain Geographic

Information & Maps

Facility / Infrastructure Planning & Design

Attendance & Rostering

RosteringTime &

Attendance & Labour Usage

Daily Rosters

Attendance & Rostering

Daily Rosters

Attendance & actual

labour usage

Event Information Management

Production volumes & machine statistics

Capture Transport Run

Events

Capture Production

Events

Capture Prod’n Volumes and

Machine Statistics

Central Management

of Event Information

Machine & Asset Event

Transport events

Productionevents

Events

Onboard Vehicle Data

Capture

Vehiclestatistics

Facility Modelling & Optimisation

Machine Records

Machine statistics

Corrective Action

Management

Counter Order Delivery

Management

Missort & Reject

Analysis

Counter orderdetails

Network nodes, product path

Information Systems Integration

Report Service Status to Customer

Customerdetails

OperationsProcess

OutboundTransport

Customer InterfaceCustomer

Accept

Facilities Manage Production

(or across all functions)

Plans & schedules

Attendance & labour usage

Events

Events

Service Provider performance

Attendance & labour usage

Facility information

Facility information,

production plans

NCR-codesand machineconfigurations

Facilityinformation

Facility information &reference data

Track events

Asset costs, unavailability, faults

Productionvolumes & events

Lodgement volumes & events

Asset maintenance performed by service providers

Service provider events

Carrier arrangements

Asset availability

Productvolumes

NCR &production

plans

Asset events

NCR-code data

NCR-codesand machineconfiguration

Issues

IssuesTransportincidents

Enterprise-architecture…

Business-models (lots of them)

Enterprise-architecture…

And computers, of course.(lots and lots and lots of them…)

Experience:mainstream ‘enterprise’-architecture

maybe feels too IT-centric,too fragmenting

and too incomplete?

My own starting-point wasmore with systems-thinking

and other whole-context methods…

Systems-thinking…

ISO9000 quality-system standards

Systems-thinking…

‘Tetradian’ dimensions – physical ‘things’, virtual information, relational links between people, aspirational

purpose

Systems-thinking…

Rotating between perspectives…

Systems-thinking…

Modality – the MoSCoW set(“Must, Should, Could, can-Wait”)

CC-BY-NC-SA thisisbossi via Flickr

(or “Maybe, Sometimes, Could-be-possible, We-don’t-know”?)

Systems-thinking…

Rotating between sensemaking-methods…

Systems-thinking…

Systems-interdependency maps

Systems-thinking…

Stafford Beer’s‘Viable System

Model’

Systems-thinking…

Recursion and fractality in natural systemsCC-BY-NC-SA gjshepherd via Flickr

Systems-thinking…

Extensions to Tuckman, and Five Element (wu-xing)

Systems-thinking…

Extensions to Five Element (wu-xing) on leadership, flow

Systems-thinking…

Worldviews, deep-metaphors and modes of operation…

Systems-thinking…

Models of power-interactions between people…

Systems-thinking…

An emphasis on people, and spaces…CC-BY-ND alanclarkdesign via Flickr

Systems-thinking…

Include the people-story…

Systems-thinking…

An emphasis on the system as a whole…CC-BY-ND Kecko via Flickr

Systems-thinking…

An emphasis on the system as a whole…CC-BY Fretro via Flickr

Experience:all seems very powerful,

yet much of systems-thinkingand related disciplinescan be too ‘abstract’

for people to (want to) follow?

How might we link all of theseEA and ST themes together,into something that will work

and ‘make sense’for everyday EA / ST practice?

(What follows is my synthesis of all that,to create Enterprise Canvas:

what you’d do might be very different,depending on your experience and toolkit)

Remember the RAZR:

focus on the processof synthesis

more than the productof that synthesis…

Recursion:this process for developing

a set of whole-of-context toolsfor EA and systems-thinking

is itself an applicationof EA and systems-thinking

About service

Start with an assertion:

Everything in the enterprise is or represents a service.(If so, we can describe everything

in the same consistent way.)

A tension exists between what is, and what we want.

The vision describes the desired-ends for action;values guide action, describing how success would feel.

Why anything happens

A service represents a means toward an end – ultimately, the desired-ends of the enterprise-vision.

The nature of service

Services exchange value with each other, to help each service reach toward their respective vision and outcome.

Relations between services

Services serve.(That’s why they’re called ‘services’…)

What they serve is the story,via exchange of value.

(And if we get that right,they can sometimes make money, too.)

Each service sits at an intersection of values (vertical) and exchanges of value (horizontal)

Values and value

Value-flow is ‘horizontal’, but connection is first made by ‘vertical’ connection to shared-value and value-proposition

How connection happens

Interactions during the main-transactions are preceded by set-up interactions (before), and typically followed by other

wrap-up interactions such as payment (after).

We can describe ‘child-services’ to support each of these.

value-add

(self)

customer-facing

supplier-facing

In more detail

Crossmap between Business Model Canvas and Enterprise Canvas

Business-model as service

Services link together in chains or webs, as structured and/or unstructured processes, to deliver more complex

and versatile composite-services.

Supply-chain or value-web

Guidance for services

Use the Viable System Model (direction, coordination, validation) to describe service-relationships to keep this service on track to purpose and in sync with the whole.

Keeping on track

Viable System Model, representing a fractal service

Keeping on track: VSM

Viable System Model ‘systems’ are orthogonal to each other

Keeping on track: VSM

Coordination and Validation don’t fit comfortably with Taylorism

Keeping on track: VSM

This is the equivalents of VSM system-3, -4 and -5

Keeping on track: Direction

Interactions with delivery-services (system-1), and recursion

Keeping on track: Direction

Extended functions for equivalent of VSM system-2

Keeping on track: Coordination

The VSM algedonic links- ‘any-to-any’ connections -

provide another kind of coordination.

(Hard to show on diagrams, though.)

Major extensions / rethink for VSM system-3*

Keeping on track: Validation

Validation-services:

for each enterprise-value:

- build awareness of the value

- build capability to enact support

- enact in practice at run-time

- assess and review(for continual improvement)

Investors and beneficiaries

These flows (of which only some types are monetary) are separate and distinct from the main value-flows.

Investor and beneficiary

Another useful assertion:

Every enterpriseis ‘for-profit’.

(We need to think of ‘profit’ in a much broader sense than money alone.)

Investors and beneficiaries are often outside even of the market – yet are still part of the same shared-enterprise.

Investor and beneficiary

We need to considerinvestments and returnsof every applicable type,

to and fromevery type of stakeholder.

(‘Applicable type’ is determinedby the shared-enterprise values.)

A stakeholder in the storyis anyonewho can wielda sharp-pointed stakein your direction…

CC-BY-NC-SA evilpeacock via Flickr

Stakeholders in the enterprise

(Hint: there are a lot more of them than you might at first think…)

value-flow(‘how’,‘with-what’)

value-flow(‘how’,‘with-what’)

These are distinct flows – don’t mix them up!

values(‘why’)values(‘why’)

profit(money and more)profit(money and more)

Values, value-flow, money

Values-first enables full connection with shared-enterprise

Doing it right: values-first…

Money-first causes disconnect from shared-enterprise

Doing it wrong: money-first…

Always start from values,not money.

If we focus on money,we lose track of value.

If we focus on the ‘how’ of value,we lose track of the ‘why’ of values.

Always start from the values.(Not the money.)

Layers of abstractionfor service views

Row-numbering aligns with Zachman

‘Rows’ – layers of abstraction

Each ‘row’ downwardadds something more

to the description.Example:

row-3 is implementation-independent,row-4 is implementation-specific.

Example: Use solid-lines versus dashed-lines to representrow-3 / row-4 layer-differences in model and model-entities

Beware of mixed layering

Layers in Enterprise Canvasare layers of abstractionwithin the same scope

- not arbitrary views into different parts of the scope,

with arbitrary interconnections!

Row-0 is solely the enterprise-vision and (optional) values

Row-0 example - ZapaMex

Row-1 is simple lists from Zachman interrogatives,describing entities needed to make the enterprise happen

Row-1 example - ZapaMex

Row-2 starts to show relationships across the enterprise

Row-2 example - ZapaMex

An overly-simplistic row-3, based on transactions only

Row-3 example - ZapaMex

Describe more of the row-3 detail for service-delivery

Row-3 example - ZapaMex

Expand row-3 modelling out to the full enterprise-context

Row-3 example - ZapaMex

Internal structuresof services

We can view what services consist of in various ways- but eventually we’ll need the full detail

Service-content

In rows 1 and 2 (lists, and basic relations between entities), we can get away with the simple Zachman-interrogatives

Service-content

For rows 2 and 3 (implementation-independent),we start to need to become more specific

Service-content

Asset (‘What’)- a resource for which

the enterprise acknowledges responsibility

Composition:any combination of asset-dimensions.

Function (external of ‘How’)- external-facing interface,

responsible for service-contracts, protocols, SLAs, etc;

accepts and returns assets

Composition:any combination of asset-dimensions.

Location (‘Where’)- a position within the terms of

a specific schema

Composition:any combination of asset-dimensions,

plus time-as-location.

Capability (‘Who’ / ‘How’ / ‘What’)- the ability to do something:

- agent enacts the capability- action asset-type acted upon

- skill-level competence of the agent

Composition:agent / action: asset-dimensions;

skill-level: skills/decision dimensions;also recursively consists of other services

Event (‘When’)- trigger for a function and

underlying capability

Composition:any combination of asset-dimensions.

Decision / Reason (‘Why’)- sensemaking / decision-makingfor the service, and/or its type of

guidance or governance

Composition:any combination of decision/skills

dimensions.

Seen from outside, function and service may seem the same:

service is the whole thing, function is just its external-interface

Function, capability and service

Starting in row-3, and downward to the real-world,we must have the full detail of how all the elements intersect

Service-content

Most entities will consist of any appropriate combination– e.g. book is physical ‘thing’, contains information, is valued

Asset dimensions

Asset dimensions

Asset-dimensions are essentially same as ‘tetradian’ dimensions

is when they are slaves…

CC-BY-NC-ND littlejoncollection via Flickr

On relational-assets…

- the only time that people are ‘assets’

“Our people are our greatest asset!”

The relationship is the asset- not the person…

Most contexts will need to include combinations of these

Decision/skills dimensions

Decision/skills dimensions much the same as SCAN domains

Decision/skills dimensions

We can describe the content and structure of all services, using this as a graphical checklist.

(Also illustrates that Zachman needs an entire extra dimension)

Service-content

Products as exchanges between services

Products are exchanged between services

Exchanges

A productis an outcome of service

and the promiseof future service.

Products / exchanges are always (sets of) assets,composed of combinations of the asset-dimensions.

Exchanges as assets

Views across service-boundary

• Outside-out: Big-picture ‘world’, beyond even the market• Outside-in: View from ‘outside’ into organisation• Journey: Touchpoints between ‘outsider’ and organisation• Inside-out: View from the organisation’s perspective• Inside-in: View of the organisation to inside itself

Cycles of interaction between services

Overall flow of service and exchange follows a consistent cycle

The service-cycle

Much the same themes apply to shared-enterprise and market

Enterprise and service-cycle

The service-cycle applies across all of these connections

Enterprise and service-cycles

Different stages of the cycle emphasise different asset-types(overall cycle needs to complete for trust to be maintained)

Asset-dimensions and service-cycle

Every instance of service is also a project in its own right

Project-cycle and service-cycle

An adaptation of Five Elements describes service-lifecycles

Five Elements and enterprise

Identify the elements that help to pull from one phase to next

Five Elements and service-cycle

‘Inside’ child-services of Enterprise Canvas shown to left;‘outward-facing’ child-services shown to right.

Service-cycle and Enterprise Canvas

Similar exchanges apply across every interchange and flow

Exchanges everywhere…

Wrapping-up…

Restate that assertion:

Everything in the enterprise is or represents a service.(If so, we can describe everything

in the shared-enterprisewith Enterprise Canvas.)

Remember the RAZR:

don’t focus too much on the product (Enterprise Canvas),

focus more on the processfrom which the product arose.

How would youmerge EA and ST together,into something that will work

and ‘make sense’for everyday EA / ST practice?

Contact: Tom Graves

Company: Tetradian Consulting

Twitter: @tetradian ( http://twitter.com/tetradian )

Weblog: http://weblog.tetradian.com

Slidedecks: http://www.slideshare.net/tetradian

Publications: http://tetradianbooks.com and http://leanpub.com/u/tetradian

Books: • The service-oriented enterprise: enterprise architecture and viable services (2009)

• Mapping the enterprise: modelling the enterprise as services with the Enterprise Canvas (2010)

• Everyday enterprise-architecture: sensemaking, strategy, structures and solutions (2010)

• Doing enterprise-architecture: process and practice in the real enterprise (2009)

Further information: