Critical Enterprise Architecture netcast

In the future we will lock into some frameworks more in details, so let us look at framework in a general 30.000 feet perspective

In this two part series I am just letting you participate in my journey in IP as an EA. I am NOT a lawyer, so just relax and sit back or ignore these two episodes

In this episode I will try to introduce you to the model that I follow to get the Business Architecture done. Today I will discuss the first 3 parts of the model: Business Architecture I           Business Architecture Vision -         Document Business Strategy Goals -         Document Business KPI's -         Document Product line(s) -         Conduct Profitability Analysis (PA) against each product service line -         Create Quadrant [Expected market share vs. Expected profitability] on all new business II.          Business Capability Model -         Document Budget time constraints -         List all internal business resources and associated organisational structures -         List all external business resources and associated organisations -         Document Roles Responsibilities -         Define Maturity of the organisation and if possible of key resources -         Document other initiatives -         Create Stakeholder list and verify III.         Business Architecture objectives -         Gather and Document all current problems -         Create Business Domain Model -         Define all actors that are interacting with the business domain model (internal External) -         Gather and document all objectives to operate the business domain model (internal External) -         Gather and document all objectives required to support the business domain model -         Identify and document all legal compliance objectives required to operate the business domain model 1)  All objectives need to be specific, measurable and if required and timing constraints

In this two part series I am just letting you participate in my journey in IP as an EA. I am NOT a lawyer, so just relax and sit back or ignore these two episodes

And this tome we conclude the small trip in what clustering can all mean.

Usually done in an activity and/or process modelling, but which one is the right one, in this episode I will compare a few: FFBD SADT or the newer IDEF0 HIPO EPC N2 UML

And this time we will lock at more traditional parts on clustering

In this episode we still at the OEM in the Automotive industry Where we will look today only at the level 1 & 2 processes as follows Sales & Marketing Brand and Customer Management Vehicle Life cycle Management Vehicle Planning & Forecasting Order-to-Delivery Customer Service Warranty Management service & Repair Management Service Parts Management

During a recent interview that I had (yes as a contractor I always need new jobs) it became very clear to me how many different meanings there are attached to clustering, so that is why I wanted to share my 10 favourites with you. If know more just let me know.

In this episode we still at the OEM in the Automotive industry Where we will look today only at the level 1 & 2 processes as follows Supplier Collaboration Strategic Sourcing Operational Procurement Inbound Logistics Build-to-Order Supply-to-line Manufacturing Enterprise Asset Management

As stated before Business Change Management is the most important non core EA skill, so that is why it is important to have this special episode.

In this episode we start with the standard Business Architecture in Automotive industry And here we start with the OEM Where we will look today only at the level 1 Product Development and Introduction process consisting of: Idea and Concept Management Strategic Portfolio Management Project Planning and Scoping Product Development Process Engineering Project Execution Prototyping and Ramp-Up

Asked about the single most important non core EA skill in EA I will say it is Business Change Management. This is why I will discuss Business Change Management for EA in this special.

Ensure that the required business services can be resumed in time in case of a disruption In IT Service Continuity Mangement I offer you my thaughts at Risk reduction Recover option Mitigation Business Impact Analysis & Risk Analysis Risk Reduction Strategy Continuity Plans (IT failure, Pandemics, resignations, Industrial action, transport breakdown, war, insolvency of service providers, Disaster, Wrong implementations, minor such as HDD failure, sudden law changes) - Emergency Response Plan - Damage Assement Plan - Salvage Plan - Vital Records Plan - Crisis Management and Public Relation Plan - Acoommodation Plan - Security Plan - Personnel Plan - Communication Plan - Finance Plan Eduction & training Review Testing & Invocation NOT all of this episode is in IT

Who should perform enterprise architecture and how is is it best done. Obviously  enterprise architecture should be done by enterprise architects, but there are choices: Permanent staff Contractors Consultants Outsourced Enterprise Architects I will discuss all the benefits and negatives of these groups in a a hopeful critical way (given that I belong to the second group myself)?