1. 1Delivery Corp. X 1
DELIVERY CORP.
X
The requirement for Enterprise Architecture

2. 2Delivery Corp. X 2
INFO376
CLINTON DEN HEYER 300017627
CASE PROJECT: Rai, A., Venkatesh, V.,
Bala, H., & Lewis, M. (2010). Transitioning to a
Modular Enterprise Architecture: Drivers,
Constraints, and Actions. MIS Quarterly
Executive, 14(4).

3. 3Delivery Corp. X 3
Contents
0.1. Suggested Architecture
0.2. Context
0.3. Channels
0.4. Assumptions
1. The need for an Enterprise Architecture
2. The Architecture Vision
3. Main Stakeholders
4. Suitable Business Goals and Goal Catalogue
5. Key Documentation:
5.1 Business Entity Diagram
5.2 Actor Organization and Catalogue
5.3 Actor Role Diagrams
5.4 Functional Decomposition Diagram
5.5 Business Use Case Diagrams
6. Appendices

4. 4Delivery Corp. X 4
Suggested Enterprise Architecture: High Level Overview
Business Intent
Suggested Business ArchitectureDrivers
Organisation Design
OBJECTIVE
KEY RESULT
CORE VALUE:
We All
Help People
Governance
Architecture
Governance
IT Governance
Policies &
Procedures
Business Capabilities People Business Processes
Technology
Partners:
Board
Directors/Sharehold
ers
Parent Company
Delivery Corp.
Subsidiaries
Influencers
Optimize Core Bus.
Processes
Maintain Comp.
Advantage
Opt. Cust Value
Proposition
Inform Decision
Making
Resource
optimization
AGILE MGMT:
M&A
Change
Stakeholder
Innovation
Incubator
DELIVERY CORP.
Subsidiaries
Franchises
Global Partners
CHANNELS:
CRM
Financial
D&A
Logistics
KX
Board/Sharehold
ers
Parent
Company: ERP
Suggested
C Level
Org. Flow Charts
Board
Shareholders
C-Level:
Matrix
Parent Company:
MATRIX
Innovation Incub:
FLAT/Distributed
Delivery Corp:
HYBRID
Subsidiaries:
Case by Case
Customers
Buyers
Advocates
Demand Spaces
Programmes
Products
Services
Operating Model
Superstructure
Governance forums and
Management cadence
Key Strategic Metrics
Accountability
Talent
Requirements
Behavioural
Expectations
Greater Value Proposition
How does the
organisation give
back to the economy
it is operating in?
How does the
organisation create
value for every
person it comes in
contact with?
How does the
organisation ensure a
better future for its
operational
environment?
Strategy:
Better before
Cheaper
Revenue before Cost
Where to Play
How to Play
Play to Win
Processes
Delivery Corp and
Global Company.
Homogenous
Mapping.
SUGGESTED ARCHITECTURE
0.1

5. 5Delivery Corp. X 5
CONTEXT 0.2
Driven by competitive pressure, Delivery Corp consider instigating a
Modular Enterprise Architecture
Creating an Enterprise Architecture fit to purpose is never an easy task. May factors must
be taken into consideration.
The case provided an opportunity to create an Architecture based on Delivery Corp that
could be scaled to fit the global organisation.
An explanation is provided in the Appendices.

6. 6Delivery Corp. X 6
CHANNELS 0.3
A note on the simplified Channels suggested
CRM software speeds up response
and analysis of customer data
Customer Relationship
Management
5
4
3
2
1It has never been more important, nor
as possible, to collect critical
information at all points of the Customer
Decision Journey.
Buyer Behaviour
Channels provide the most undiluted
forms of data and analytics from source
of collection to decision makers.
Governed information can add value in
real time across global organisations.
Undiluted Information
Efficiency gains are a small part of
the benefit of KX. An informed
workforce is an agile one.
Sample Text Here
All income and outgoings can be
monitored accurately in real time
Financial
Relating to every aspect of the
organisations value proposition
Data & Analytics
Real time logistics information is now
industry standard
Logistics
KX is now a key component of
competitive advantage
Knowledge
Management

7. 7Delivery Corp. X 7
ASSUMPTIONS 0.4Predominantly, it is assumed that this document should act as both a presentation and to support an RFP (Request For
Proposal)
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tellus.
Presentation
This would double as a presentation template01
02
03
04
RFP
This would act as supporting research to an RFP.
It is assumed the organization is in the market for
a solution
2016
That the year is 2016
Vacuum
That none of these solutions are already in place

8. 8Delivery Corp. X 8

9. 9Delivery Corp. X 9
Optimization of core business processes
Maintain competitive advantage
Optimize customer value proposition
Inform decision making
Resource efficiency
NEED FOR AN ENTERPRISE ARCHITECTURE 1.
Five needs have been identified from a high level viewpoint. These needs are also continuous
goals, and are ubiquitous across all levels of the global organization

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A need for Enterprise Architecture
Key drivers for developing a modular shared infrastructure
Optimization of core business processes
Consolidate all processes. Establish clear line of
communication. Define, gather and disseminate resources.
1
Maintain competitive advantage
Respond to pressure from customers, stakeholders and
competitors. Establish innovation. Remain profitable.
2
Optimize customer value proposition
Standardization of interfaces. Unification of customer
services. Consistency at POS. Achieve market agility.
3
Inform decision making
Establish enterprise view of data. Centralize information
channels. Future-proof strategy.
4
Resource efficiency
Rationalization of applications. Effective allocation. Efficient
structure. Increase retention and profitability.
5

11. 11Delivery Corp. X 11
ARCHITECTURE
VISION
DEFINED 2.
Delivery Corp. will produce a global Enterprise
Architecture that consolidates processes, is
modular and scaled to requirements, and
provides value to all stakeholders. The
Architecture will inform decision making, create
platforms for innovation and communication, and
ensure profitability. It will maintain competitive
advantage by reducing inefficiencies and
maximising effectiviness by providing a basis for
which to create a clear and consistent value
proposition throughout the organisation.

12. 12Delivery Corp. X 12
ASSUMPTIONS MADE 3.
STAKEHOLDERS
To be Architecture will require extensive change management
Mergers and Acquisitions (M&A) will require an agile management unit reporting to C-
level and Innovation Incubator
Stakeholder satisfaction is critical to brand equity and will require an agile
management team
Innovation is a requirement of continual business and organisational future proofing
Customers, buyers and advocates demand the highest level of organisational focus

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Stakeholder Matrix
Evaluation of Stakeholders to overall Architectural design
Description of
Engagement
Impact of Engagement STAKEHOLDER Importance of Engagement
Investment. Allocation of
C-Level management
High Board High
Decision making.
Identification of CSF
High C-Level High
Distribution of
Resources
High Parent Company Critical
Subsidery Medium/High Delivery Corp Medium/High
Roving Problem Solving
Teams. Business
continuance
High AGILE MGMT High
Assessment and
allocation of innovative
assets
Critical Innovation Incubator Critical
Lifeblood of organisation Critical
Customers/Buyers/Advocate
s
Critical

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Diagram & Catalogue
GOALS. 4

15. 15Delivery Corp. X 15
Goal Diagram
Goals and need are interconnected
The creation of the right
Enterprise Architecture
enables Vision and Goals
Goals have been structured to be ongoing. They have been
designed to support the suggested core strategy, and act as
the main drivers for an Enterprise Architecture.
Creation of the right Architecture for any competitive
organisation does not have an end point; it is an ongoing
process of assessment, adjustment, risk taking, innovation
and fine tuning.

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Goal Catalogue
Industry metrics have not been assumed. KPI’s must be established through consultation
Name
Bus.
Processes
Comp.
Advantage
Cust. Value
Desc.
Making
Resource
Efficiency
SMART OPMR
Describe Refine Processes
Ensure
Competitive
Advantage
Increase
Customer Value
Inform Decision
Making
Optimize use of
resources Specify Objective
Kind Objective Goal Objective Objective Goal Specify Objective
Location Global Global Precise Precise Global Specify Objective
Type Quantative Qualititive Qualititive Qualititive Quantative Measure Perform
KPM Evaluated Evaluated Evaluated Evaluated Firm Actionable Perform
Unit Six Sigma
Competitive
Analysis
Customer
Feedback
Survey Six Sigma Realistic Measure
Target Ongoing Ongoing Ongoing Ongoing Ongoing Time Bound Measure
Current Define Define Define Define Define Time Bound Measure
Key Result Define Increase Increase Define
Decrease
Waste
Time Bound Result

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Documentation
Key Documentation needed
for the Target Business
Architecture
TARGET
ARCHITECTURE
5.

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BUSINESS
ENTITY
5.1
Once goals are established,
change can be made
Diagram & Dictionary

19. 19Delivery Corp. X 19
Business Entity
Diagram &
Dictionary
Overall, the global company needs to
adopt a similar Architecture as Delivery
Corp.
Movements in technology are demanding new ways to
approach the architecture of large organisations. Agile,
innovation, disruption and changing market demands are all
concerns an architecture must consider in order to serve the
need for future viability.
Client: : Delivery Corp. Global
Requirement : Bus. Entity
Software : LucidArt, PowerPoint

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ACTOR 5.2
Organisation & Catalogue
Innovation does not always
require something new. It can
often mean simply looking at
something in a different way

21. 21Delivery Corp. X 21
Actor
Organisation
DiagramArchitecture must reduce
communication distortion
Change is happening faster than
anyone can keep up with. The digital
frontier is expanding in a chaotic
network of complexity which impacts
upon business in a multitude of ways.
Many appear caught in a perfect storm;
using models that are no longer
relevent, playing follow the leader, or
simply crippled by the vast array of
choice. Many are falling behind,
overspending on technology and
wondering why the investment is not
paying off.
Yet there are simple solutions.

22. 22Delivery Corp. X 22
Actor Catalogue: Global MNGR Innovation
Roles: Reporting to C – Level. Managing Innovation Team. Presenting and Championing
Innovation. Final Cut on Incubation.
Responsibilities
Ensuring
innovation and
team constantly
nurtured.
Mndg. Processes
Idea assessment,
nurturing,
qualifying,
exposure.
Location
Any location
appropriate.
Demands travel.
Goals
Ensure the best
ideas become
valuable realities.
Competencies
Emotional
intelligence,
communication,
creativity.

23. 23Delivery Corp. X 23
Actor Catalogue: CEORoles: Runs C-Level. Final Cut on Strategy. Ensure growth, profitability and survival of Global
Organization. Decision making of the highest degree. Public face of global company.
Responsibilities
All aspects of
Global
organisation.
Mndg. Processes
Strategy, Board,
C-Level,
Innovation, Agile
Mngmt,
Governance.
Location
Head office.
Travel.
Goals
Ensure a value
add proifitable,
future proofed
organisation.
Competencies
The highest levels
of leadership and
business acumen.

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ACTOR 5.3ROLE DIAGRAMS

25. 25Delivery Corp. X 25
Actor Role Diagrams
Innovation and CEO
Global Manager Innovation
Required to understand all aspects of the organization, assess
new Mergers and Acquisitions in terms of innovative practices
that may be utilized in other areas of the organization. It should
be noted that Innovation must co-ordinate with Agile M&A
Manager when new divisions are purchased.
CEO
The leadership of the organization requires the highest levels of
competence. Decisions that affect the future viability of the
organization rest on the CEO’s shoulder. The role requires
charisma, sharp political ability, business expertise and the ability
to foresee the movements of markets and economies.

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FDD. 5.4
FUNCTIONAL DECOMPOSITION DIAGRAM

27. 27Delivery Corp. X 27
Functional Decomposition Diagram
High level overview of the main functional areas of the suggested Architecture
The challenges that Delivery Corp. has in creating an Enterprise
Architecture is the same challenges that the global organization will
need to address in order to remain competitive. There is no one size
fits all solution architecture for any organization, all are different,
yet certain solutions are emerging as fit for requirement.
Businesses exist in unique eco-systems. Certain functions of an
organization, in order to fulfill requirements, need unique structures –
some tried and tested, some new and adventurous.
Agile Management Teams are critical for dissemination of information
across all levels. Innovation Incubators need not be expensive – they
can be instigated organization wide in teams at the cost of an hour per
employee per week. Stakeholders demand innovation, and the benefits
can be game changing.
Change is the hardest undertaking of any new Architecture, and must be
factored into a long term organizational strategy. Change is the only real
constant in business, the sooner this is recognized strategically the
sooner advantages are able to be enjoyed.
Business must constantly re-invent themselves. An adventurous
undertaking now is likely to speed up the likelihood of creating a model
for competitive advantage in the future.

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BUSINESS USE CASE DIAGRAMS 5.5

29. 29Delivery Corp. X 29
Business Case Use Diagrams
Company : Delivery Corp. X
Project : Enterprise Architecture
Software : LucidArt, PowerPoint
Company : Delivery Corp. X
Project : Enterprise Architecture
Software : LucidArt, PowerPoint

30. APPENDIX

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Thoughts
In order to be effective, Enterprise Architecture must be approached holistically
All too often, Enterprise Architecture is seen as a term to describe
the application of technological solutions. Yet, in order to be
successful, EA must be considered in terms of all elements of an
organization. As technology becomes more pervasive, an
organization must be considered as more than just the people, the
technology and the economies they encompass. They must also
consider the intangibles; the value they provide, the ideologies they
embody and the connections they facilitate.
The case presented an important narrative: what do we take
from the old, add from the new, and what do we need to
consider for the future? On one hand, the parent company;
rooted in Six Sigma, deviating towards the mean, needing to
systemize and analyze every step of the value chain. On the
other; Delivery Corp, a subsidiary recognizing the need for
innovation, the value of the outlier, and the need for constant
re-assessment and an agile customer facing value
proposition.
Given that Web 2.0 is saturated, we are rapidly approaching
an entirely new paradigm to the incumbent fabric that enables
technology to function. The next frontier presents an entirely
new way of thinking.
What new challenges will business face in Web 3.0: The
Semantic Web?

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Conclusions
The only real constant in business is change
A global delivery company case moving to modular
architecture and adopting innovation frameworks allowed for a
visual narritive utilizing shipping containers – modular building
blocks of trade.
Technology will rapidly allow all markets to move beyond the current
status quo. All businesses face the largest threat imaginable in a stable
operating macro environment – the move from currency to value
exchange via Peer to Peer platforms. Businesses will need to be
equipped to not only assess their competitors – they will need to
anticipate the rapid agility and pure innovation of individuals trading with
one another for goods and services, in real time, utilizing whatever
currency they deem appropriate. The foresight to plan for this now will
determine the lifespan of any operating entity.
Given the above, creating an Architecture for one component of the
organisation increasingly appeared to be an inefficient exercise in
avoiding opportunity. By maintining what works, adding required aspects
identified in the case, and components uncovered through considerable
research, a modular application has been created in order to develop the
global company in alignment with Delivery Corp. The elements identified
are the same as what is required for Delivery Corp, therefore we have
been able to create a solution to provide benefit to fit the global
enterprise.

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FIN