1. Lisa Martinez

3.  To enable a global model which we
can compare any organization or
agency against
 To Enable Innovation
 Using Design Thinking with Systems
 Elicit Buy In from Decision Makers and
Influencers
 To accelerate iterate and implement
phases on a global scale

4.  Integrate and simplify the
Enterprise and Business
Architecture to produce value.
 To better manage and monitor our
obligations with our employees, suppliers
and customers.
 Allowing the organization to be efficient
and effective
 Moving to a service management
model
 Allowing social responsibility as a
competitive advantage
 Maturing to predict versus respond and
react
 Allowing the best us of technology
advances
 Better use of our assets to focus on our
partners both internal and external
 Allowing sustainable development
 Responding to natural disasters and
targeted threats
 Allowing innovation without slowing
down our run the business models.
 Enabling sustainable development

5. Setup of party records
employee, customers, suppliers
Setup of item offer records
hardware, software and service
Setup of financial account records
company
location
department
general ledger
project subaccounts
Includes create, read, update and archive responsibility for use in
transactional systems
According to global or real world rules based on corporate liabilities

7. Executives
• Context
• Types
Business
Managers
• Concepts
• Inventory’s
Architects
• Systems
• Logic
Engineers
Technicians
Enterprise
Users
• Physics
• Specification
models
• Components
• Implementers
• Users
• Notivation

8.  Enterprise Architects
 Decompose the Zachman Tool
 Executive Perspectives Row 1
 Identification of Context
 Scope Context
 Business Management Perspectives Row 2
 Definitions of Concepts
 Business Concepts
 Architects Perspectives Row 3
 Systems Logic Designers
 System Reference Models
 Engineers Perspectives Row 4
 Business Physics Builders
 Technology Physics
 Technician Perspectives Row 5
 Business Component Implementers
 Tool Components and Configuration Models
Row 6
Enterprise
“Users”

9. A single user
Retail
Financial
May have
acquired loans
for Home or
vehicle
Federal
may be a
service person
Private
Sector
Public
Sector
Row 6 Enterprise Users as a citizen first and then an employee or agent

10. The interactions and event records created as a result of
inputs/outputs performed during activities.
The ability to attain fact based performance measures
for employees, leadership and the enterprise
stakeholders.
In order to meet all obligations across the enterprise
into your suppliers, customers and the associated
measures of quality according to real world definitions.
The ability to recover from a disaster or targeted attack
against the organization or agency.

11. Executives – Present the
value proposition on behalf
of the first two rows
Business Managers
perspective and guide based
on corporate policies
Phase 1 Sustainable and
Generic limited to core
system functionality
• Systems
• Logic

13. Row 3 Architect Perspectives

14. 1. Design
Strategy and
Vision
• Leaders work
together to prepare
the plan and design
the strategy
roadmap
Corporate
Finance
• Do we have the right
expenses planned in
the right timeline to
deliver the strategy
Human
Resources
•Do we have the
resources we
need to deliver
the strategy
Plan, Design and Implement

15. 2. Design
Products and
Services
•Engineering
3. Market and
Sell Products
and Services
•Marketing
•Sales
4. Build
products and
services
•Operations
5. Support
products and
services
•Delivery
•Technical
Services
Business Process with Functional Resource Types
1. Design
Strategy and
Vision
• Leaders work
together to
prepare the plan
and design the
strategy
roadmap
Corporate
Finance
• Do we have the
right expenses
planned in the
right timeline to
deliver the
strategy
Human
Resources
• Do we have the
resources we
need to deliver
the strategy

16. Communication Approach

18. Relationships and Dependencies

19. Executives
Business
Managers
Architects Engineers Technicians Users
Customers
Users
Suppliers
Users
Employees
Users
Zachman Row 6 to The Enterprise “users”
Principle 3 People
ISO 9001
Principle 1
Customers
ISO 9001
Principle 2
Leadership
ISO 9001
Principle 8 Mutually
Beneficial Supplier
Relationships
Rows in Zachman
Tool v.3

20. Row 1 Executives Column 3 Distribution Types

21. 1. Design Strategy and
vision
2. Design offers
product and services
3. Market and Sell
product and services
4. Build products and
services
5. Support products
and services
Expense
Transaction
• Plans
strategy
• Allocates
budgets
Expense
Transaction
• Builds
Offers
• Develops
distribution
Expense
Transaction
• Enable
Revenue
• Initiates
forecast
Revenue
Transaction
• Recognize
Revenue
Revenue
Transaction
• Offset
Revenue
• Futures
Cost
Row 6
Employees and
stakeholders
Motivation
Row 2
Leadership
Concepts
Row 1
Executives
Context
Executives
Business Manager
1
Business Function
Users 1
Business Function
Users 2
Business Manager
2
Business Partners
Distribution and
Channels
Row 1 Executives Column 1 What
Capability Inventory Types
Party Management Capabilities
Item Offer Management Capabilities
Financial Management Capabilities

22. reduce
the
plan
increases
the
income
•Customer
•Partners
•Employees
Revenue
Fast Lane
•Financial Sponsors
•Distribution Sponsors
•Federal Sponsors
•Employees
Revenue
Middle Lane
•Customers – Enterprise
•Employees
•Innovation Offer Trials
Revenue
Slow Lane
Increases
Income
Zachman Row 3 System logic and concept entities
Entity
Relationships
Column 1
Process
Representation
Column 2
Distribution
Locations and
connections
Column 3
by investment
plan
Responsibility
Roles and Work
Activities
Column 4
•New Supplier
•Employee
•Innovation Offer
Trials
Expense
Slow Lane
•OEM Supplier
•Approved Supplier
•Employee
•Acquisition
Expense
Middle Lane •Supplier (preferred)
•Employee
Expense
Fast Lane
Timing
Internal and
Movement
Column 5
Motivation
End and Means
Column 6

23. Public Clouds
Fast Lane
Hybrid Clouds
Middle Lane
Private
Clouds
slow lane

24. Practictioner Business Architect Guild -
Tools 1 Page Value Stream

25. Desired End State
Quality Management Principle 1: Customer Focus
•Effective alignment with the customer expectation and needs for operational excellence
o Increased effectiveness in the use of the organization's resources to enhance customer
satisfaction.
o Improved customer loyalty leading to repeat business.
•Increased revenue and market share obtained through flexible and fast responses to market
opportunities.
Customer Focus Threats
• Inconsistent understanding of the customer needs and expectations.
• Inability to align the objectives of the organization with customer needs and expectations systemically.
• Communicating customer needs and expectations throughout the organization.
• Measuring customer satisfaction and acting on the results.
• Systematically managing customer relationships.
• Ensuring a balanced approach between satisfying customers and other interested parties (such as
owners, employees, suppliers, financiers, local communities and society as a whole).
ISO 9001 Quality
Management
Principle 1 Customer
Focus
Touchless Ordering Revenue Reporting

26. Leadership (Employees) Threats
•Considering the needs of all interested parties including
customers, owners, employees, suppliers, financiers, local communities and society as a whole.
•Establishing a clear vision of the organization's future.
•Setting challenging goals and targets.
•Creating and sustaining shared values, fairness and ethical role models at all levels of the organization.
•Establishing trust and eliminating fear.
•Providing people with the required resources, training and freedom to act with responsibility and
accountability.
•Inspiring, encouraging and recognizing people's contributions.
Desired End State
Quality Management Principle 1: Leadership
•People struggle to understand and often lack the evidence to get motivated towards the organization's
goals and objectives.
•Unable to execute activities nor ensure they are evaluated, aligned and implemented in a unified way.
•Miscommunication between levels of an organization will be minimized.
•Unable to acknowledge corporate policies therefore definitions for enterprise business data reports
higher than expected data quality defect impacting the customer and operational effectiveness.
ISO 9001 Quality
Management
Principle 2
Leadership
Industry standards
measure all associated
management activities
Stakeholder
Management

27. People Involvement Symptoms
• Motivated, committed and involved people within the organization.
• Innovation and creativity in furthering the organization's objectives.
• People being accountable for their own performance.
• People eager to participate in and contribute to continual improvement.
Desired End State
Quality ISO 9001 Quality Management Principle 3 People Involvement
•High Percentages of People lack a clear understanding of the importance of their contribution and role in
the organization.
•The concept of open communication hasn’t been realized by having open and constructive conversations
about constraints and barriers with their direct manager.
•People lack accountability and rarely show behaviors that they accept ownership of problems and their
responsibility for solving them.
•Few people effectively evaluate and fail to define their own personal goals and objectives and often have
not defined them in a manner to measure performance against them.
•People lack the motivation to actively seek opportunities to enhance their competence, knowledge and
experience.
•Barriers to communication prevents the effective exchange of ideas and rarely do peers have bi-directional
sharing of knowledge and experience.0
ISO 9001 Quality
Management
Principle 3 People
Involvement
Engaged and
Motivated
Employees
Effective Measures
against goals

28. Mutually beneficial supplier relationships
• Inability to build relationships that balance short-term gains with long-term considerations.
• Inability to exploit expertise and resources with partners.
• Inconsistent methods used to identifying and select key suppliers.
• Inconsistent forms of communication without clarity and open lines of communication.
• No long term planning discussions or sharing of goals.
• Silo-ed development and improvement activities.
• Lack of a motivation and reward system for attainment of improvements or achievements by suppliers
Desired End State
Quality Management Principle 8: Mutually beneficial supplier
relationships
• Increased ability to create value for both parties.
• Leverage supply chain
• Flexibility and speed of joint responses to changing market or customer needs and expectations.
• Optimization of costs and resources.
ISO 9001 Quality
Management
Principle 8 Mutually
beneficial supplier
relationships
Expense
Management
Strategic Supplier
Relationships

29. Process Approach to Sustainable Development
•People re-create and re-define activities outside their authority removing the capability necessary to obtain a desired
result.
•Lack of responsibility and accountability for managing key activities.
•Subjective methods used to analyze the same global capabilities as management activities.
•Few connected interfaces decoupling the business rules degrading the operational effectiveness and integrity of key
activities within and between the functions of the organization.
•Inability to identify the problem rather than symptom required to invest accordingly in the resources, methods, and
materials that will improve key activities of the organization.
•Significant gap in the methods used to evaluate risks, threats, consequences and impacts of activities on
customers, suppliers and other interested parties.
Desired End State
ISO Quality Management Principle 4: Process Approach
• Lower costs and shorter cycle times through effective use of resources.
• Lifecycle relationships enable a predictive connection between electronic records for seamless access to business critical
resources
• Investments produce and improve by execution of consistent and predictable results.
• Focused and prioritized improvement opportunities to enable global delivery
Quality Management
System
Transactional Sub-Systems
Run Time Dynamic State
Interoperability Replication
Business and Technology
Recovery and record
retention strategy

30. In Progress

32. Understand
Enterprise is a system
• Zachman
• Demming
Observe
Users design patterns
• People
•Employees
• Leaders
•Suppliers
•Customers
Prototype
Tools
• Insight Maker Models
• Debate Graph Models
• Prezi Visual Guides
• Facebook Pages
• Mind Maps
Visual Aides
• Caccoo Diagrams
Synthesis
Party Management
A static system Business
Management System
Party Management
• Employees
• Suppliers
• Customers
Financial Management
Entities - Distribution
Locations
Timing
Enterprise as a System - Design Thinking

33. Iterate
 Acquire Funding
 Plan, Design Offers
 Collaborate
 Within Organizations
 Within Agencies
 Pilot a STEM program with Industry
Leaders
 MESA School students
 Re-Entry Programs
 Security ISO 27000
 Social Responsibility 26000
Implement
 Build Workforce Skillset
 Build Partner Development Cloud Providers
 Build Public Managed Service Offers
 Build Private Managed Service Offers

34. Global
Audience
Consumers
Registered
Users
Public Sector
Regulators
Guest Users
Customers
Entitled
Users
Suppliers
Authorized
Users
Employees
Authenticate
d Users
Enterprise Social Design Patterns for Cyber Security
ITEM OFFER
Data
Information
Knowledge
Content
Provider
SaaS
Content
Acquisition
IaaS
Content
Quality and
Monitoring
PaaS