resources & strategy
TRANSCRIPT
ACTIONABLE
ARCHITECTURE
The complementary disciplines of EA and BPM
Presenters
• Di Ireland, Director, Enterprise Architecture and Liaison.
• Colm Cox, Enterprise Architect, Business Process Management.
And introducing..
• The CSU Team @EASymposium 2009
• Enterprise Architecture @ CSU
• BPM @ CSU
• Contribution to EA actionability• The role of Business Process Management
• The role of Business Architecture
• Case Studies• BPM project: Research Process review
• Developing an Online Architecture
So what is EA for CSU?
EA for CSU is about developing capabilityand a culture within the organisation
Benefits of Enterprise Architecture
• Improved Planning and Alignment with Strategy – “Doing the Right Things”– Building necessary capability (the desired state) aligned to the
changing educational / business strategy and mission of the University
• Fully optimized change and enhancements– “Doing Things The Right Way”– to business functions, process, financial resources and
investment, people, organizational structure, information and technology. Maximize reuse and empower decision makers with the right information.
• Adoption of Disciplined Strategies – “Getting them done well”– Effective and disciplined management , delivery and change
management processes. Provides “best practice” disciplines such as Data Governance, Portfolio, Program and Project Management
• Sustainability– Managed complexity, understand impact of proposed changes
and assimilate high rates of change.
Some things we need to accept!
Very few if any of us know
much about the business of
others in our organisation
Technology will always be at
fault and the shining light
We rarely know who else is
worrying about the same things
we are worrying about
We rarely know enough to know
how little we know
We mostly under-estimate the
complexity of our organisations
Many of our institutions are
managed to an alarming extent
by “gut feel”
The more complex the
organisation the less accurate
is the gut
People will attempt to make
their lack of planning your
emergency
Business Benefits
BPM@CSU
BPM Objectives
• Embed process thinking
• Managing business processes is part of „normal‟ mgmt.
• „line-of-sight‟ thinking
• Continuous improvement
• Performance and agility.
Governance MethodsStrategic
Alignment
Information
Technology
People Culture
Process -Related
Standards
Process Metrics
& Performance
Linkage
Process Roles
and
Responsibilities
Process
Management
Decision Making
Process
Measures
Enterprise
Process
Architecture
Strategy &
Process
Capability
Linkage
Process
Improvement
Plan
Process
Customers &
Stakeholders
Process Control
& Measurement
(M)
Process
Implementation &
Execution (M)
Process Design &
Modeling (M)
Process Control
& Measurement
(I)
Process
Implementation &
Execution (I)
Process Design &
Modeling (I)
Process
Education &
Learning
Process
Management
Knowledge
Process Skills &
Expertise
Process Attitudes
& Behaviors
Process Values &
Beliefs
Responsiveness
to Process
Change
Process Project &
Program Mgmt
(M)
Process
Improvement &
Innovation (M)
Process Project &
Program Mgmt (I)
Process
Improvement &
Innovation (I)
Process
Management
Leaders
Process
Collaboration &
Communication
Leadership
Attention to
Process
Process
Management
Social Networks
Process
Management
Controls
Governance MethodsStrategic
Alignment
Information
Technology
People Culture
Process -Related
Standards
Process Metrics
& Performance
Linkage
Process Roles
and
Responsibilities
Process
Management
Decision Making
Process
Measures
Enterprise
Process
Architecture
Strategy &
Process
Capability
Linkage
Process
Improvement
Plan
Process
Customers &
Stakeholders
Process Control
& Measurement
(M)
Process
Implementation &
Execution (M)
Process Design &
Modeling (M)
Process Control
& Measurement
(I)
Process
Implementation &
Execution (I)
Process Design &
Modeling (I)
Process
Education &
Learning
Process
Management
Knowledge
Process Skills &
Expertise
Process Attitudes
& Behaviors
Process Values &
Beliefs
Responsiveness
to Process
Change
Process Project &
Program Mgmt
(M)
Process
Improvement &
Innovation (M)
Process Project &
Program Mgmt (I)
Process
Improvement &
Innovation (I)
Process
Management
Leaders
Process
Collaboration &
Communication
Leadership
Attention to
Process
Process
Management
Social Networks
Process
Management
Controls
Governance MethodsStrategic
Alignment
Information
Technology
People Culture
Process -Related
Standards
Process Metrics
& Performance
Linkage
Process Roles
and
Responsibilities
Process
Management
Decision Making
Process
Measures
Enterprise
Process
Architecture
Strategy &
Process
Capability
Linkage
Process
Improvement
Plan
Process
Customers &
Stakeholders
Process Control
& Measurement
(M)
Process
Implementation &
Execution (M)
Process Design &
Modeling (M)
Process Control
& Measurement
(I)
Process
Implementation &
Execution (I)
Process Design &
Modeling (I)
Process
Education &
Learning
Process
Management
Knowledge
Process Skills &
Expertise
Process Attitudes
& Behaviors
Process Values &
Beliefs
Responsiveness
to Process
Change
Process Project &
Program Mgmt
(M)
Process
Improvement &
Innovation (M)
Process Project &
Program Mgmt (I)
Process
Improvement &
Innovation (I)
Process
Management
Leaders
Process
Collaboration &
Communication
Leadership
Attention to
Process
Process
Management
Social Networks
Process
Management
Controls
The BPM Maturity Model
10
Strategicalignment
Governance Methods IT People Culture
- Adapted, The BPM Maturity Model, BPM Group, QUT.
2006 2007 2008 2009 2010
BPM @ CSU
Strategic Alignment
Governance
Methods
IT
People
Culture
ID and document processes
Develop Process Review
Methdology
SEC endorsement
WPI
Est. forums
WPP Grant
Common bus.language
General Briefings
EA/BPM roleInitiativesHandling
Survey of mapping approaches
Develop Process
Architecture
Strategic BPM project liaisonGet Executive buy-in for plan
Support Divisional Process mapping effort
Professional Development Programs
Modelling stds.
Tool Selection
Define Process
Ownership
Establish COPs
– Supporting executive decision making on investment in initiatives
– Building a „process culture‟
• Develop awareness and capabilities
• Cultivate consistent practices in process documentation, design, modelling and analysis
• Apply BPM ideas and practices to strategic initiatives
• Understand process activity across the university and engage with it where possible.
–Engage, Engage , Engage !!!
Actionability
• Relating to or being information that allows a decision to be made or action to be taken
-The Free dictionary
“To be successful, people within
the organization need the right information, at the right time, in the right format, at the right place. The information must be delivered securely, reliably and in a timely manner”
- Burget, Jerald, “EA as an Actionable Architecture”
Why Actionability?
• The Enterprise Architecture with all its viewpoints provides no value to the enterprise unless it is used.
Enterprise Architecture
• Current state and the vision for the future state
• Suggests where the focus should be
• Optimise architecture for BPM, e.g., SOA to support process control and measurement
• Process management decision making…IHP impact assessments
Business Process Management
• BPM initiatives can provide detail re: current/future state business models
• Improve business performance through align process with Strategy incl. measures
• E2E Process Ownership ethos
• Follows EA guidelines for execution
• Process view identifies underpinning needs: applications, information,skills and knowledge needs, platform, eg., SOA
• Process architecture inputs to data, applications , technology integration and EBA viewpoints
Synergy
The EBA Continuum
• “…. the EBA future state should represent where your business (processes, people, organization, financials) must be in the future to support the overall EA future state.”
• Need to integrate with development of other viewpoints
Source: Gartner, “Understand Enterprise Business
Architecture to Realise your Future State “, Research
Publication, G00158306, June 2008
Business functions and sub-functions
PEOPLE
FINANCIALS
ORGANISATIONS
PROCESS
Contribution of BPM to EBA
• BPM- Process Architecture
Business functions and sub-functions
PEOPLE
FINANCIALS
ORGANISATIONS
PROCESSBus.Process Inputs, outputs,
events, priorities etc.
$$Finance and
Budget Plan
Workforce Plan
Case Study 1
Drivers:
• Research –wide process review identifies key issues and process improvement opportunities.
– Poor Mgmt. of RHD students.
– External reporting problems
– The need to be flexible and agile to be able to meet changing Dept. of Education reporting.
– Internal management reporting needs.
– Demands for a new Research Mgmt. System
RESEARCH PROCESSES REVIEW PROJECT
BPM Engagement approach
Realise Benefits
Implement
Innovate
Understand
Launch Pad
Process Architecture
Organisation Strategy
20
alignment of project goals with strategy
Focus on Research
Selection of „Gap‟ Projects
Detailed modeling understand measures
Process (re)design
Delivery Projects
Process measures linked to outcomes
Benefits of the engagement
• Building organisational capability esp. with Project Team and steering committee
• Deliver business value
• Use the outcome to develop an engagement framework for future projects and further develop engagement with the business
• Ongoing refinement of the process architecture for the greater good !
• Provide useful input into the Enterprise Architecture information set. i.e., Feed into EA planning and architecture development methodology…triggers etc, into ADM
Benefits of the engagement(2)
Bridging the gap
• Developing the business context and articulating a business architecture as well as a technical architecture. (Case Study 2).
• Applying process management practices in active projects – delivering value on the ground
• Developing People and Culture aspects
• Positioning Enterprise Architecture as a proactive business enabler..not just “secret IT business”.
• Undertaking manageable BPM initiatives
Case Study 2
• Online Architecture Project
• Drivers
• Approach-defining a „business architecture‟
Online Environment Architecture
Vision
• Attract new participants to CSU community – students, researchers, collaborators, associates, vendors, customers, etc
• Support more effective and efficient teaching and learning
• Support current and alumni students more effectively.
• Encourage more collaborative research
• Encourage members of CSU community to broaden context of their relationships to
– Add value for themselves and
– Add value to the university
Strategy
Optimise the CSU Online Environment toward
• Developing an online sales environment for prospective students
• Enhancing the interactivity and online communities
• Developing a strong and engaging brand
Online Environment Issues(1)
• Focused on passive provision of information and lack of opportunity to engage with audiences
• Lack of provision of information relevant to the audience
Drivers for the BA
• Disagreement between key stakeholders with regard to the impact of the proposed change
• The need to understand the interdependencies of projects currently listed on the CSU enabling plan.
Online Environment Issues (2)
• Focused on passive provision of information and lack of opportunity to engage with audiences
• Lack of provision of information relevant to the audience
• No common understanding of what the „Online Environment‟ is.
• Responsibilities for governance, management of change and continuous improvement across the online environment are not clear.
Goal
• Articulate an agreed business view of the Online Environment that:
1. Provided a basis for the governance discussion
2. Described the desired state for the purposes
– Understanding impact
– Planning
Business Architecture Development Process
• Stakeholder model and RACI model
• Architectural description within a broader business context
–History
–Purpose
–Trends that influence the architecture
–Structure current state and future state
–Principles
• Model
Outcomes (1)
• Quick Win
Outcomes (2)
–Effective engagement with business stakeholders
– Linkage to process and University functions
–Segmented migration efforts can be identified
– Iteration 2 EBA development
– Interdependence and ripple effects
–Use the online architecture approach as a template for other strategic initiatives such as IDM
Contribution to actionable architecture
Realise Benefits
Implement
Innovate
Understand
Launch Pad
Process Architecture
Organisation Strategy Define a slice of the Future State
Trigger for updating the
Identify Gap Projects
Detailed Process info input to architecture viewpoints
Gaining Executive Support
• Looked for the right hooks
• Drive continuous process improvement - Process Review/Mapping/improvement projects
• The Eureka moment will come ..we hope!