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Enterprise Approach towards
Cost Savings and Enterprise Agility
14th Architecture Community of Practice (ACoP) Forum
21 July 2016
Poon See Hong
pseehong@gmail.com
“The adventure of life is to learn. The beauty of life
is to give.”
UNCLASSIFIED
Disclaimer
Views expressed in this presentation
are solely that of the speaker's and
shared in the spirit of knowledge
sharing. They DO NOT necessarily
represent MHA's or SPF's views
UNCLASSIFIED
Scope of Presentation
Our approach to Enterprise Architecture (EA)
Development and Management
EA Value Realisation - Architecture-driven
Business Process Management (BPM)
Initiatives
UNCLASSIFIED
Our Approach to EA Development
and Management
UNCLASSIFIED
Definitions of Enterprise Architecture
“A Rose by any other name.........”
Enterprise architectures are like blueprints,
drawings or models
Enterprise architectures refer to an organised set
of elements with clear relationships to one another
which together form a whole defined by its finality
Enterprise architectures define the style and
method of design and construction that comprise the
elements of a system and define the purposes and
interrelationships of those elements
UNCLASSIFIED
Definitions of Enterprise Architecture
We view EA as an Enterprise Approach for:
Ensuring Business-IT alignment
Managing the complexities of IT
Breaking the silo barriers
Moving up the maturity ladder
Supported by:
Pragmatic and disciplined execution at a measured
pace
A culture of openness and transparencies to instill
enterprise awareness
UNCLASSIFIED
It’s a
Fan!
It’s a
Spear!
It’s a Snake!
It’s a
Rope!
It’s a Wall!
It’s a Tree!
EA provides a “Big Picture” view of the different elements of a
business and how they are related, helping business and IT functions
to jointly understand, plan and successfully deliver change
Functionally Centric
“blind men saw the elephant”
UNCLASSIFIED
The Composite View
UNCLASSIFIED
Vision Architect's Views
Plumbing Drawing Electrical Drawing Structural Drawing
Engineer's Views
Learning from the Building Industry
Getting Everyone on the Same Page
UNCLASSIFIED
Multiple-level Architecture
Inventory
Management
Make
(Operations)
Goods
Receipt
Supply Chain
Management
Town
Province
City
Country
Top Level
High Level
Mid Level
Low Level
UNCLASSIFIED
How do we build the Integrated
Enterprise Architecture?
A way to understand enterprise complexity through
decomposition
A method of structuring the enterprise with
architectures at each level of decomposition
A common language to communicate and create a
shared understanding across and throughout the
enterprise
We have a committed leadership team, shared expectations
and knowledgeable personnel to achieve success
UNCLASSIFIED
The Business Reference Model Structure
Line of Business (LOB)
(e.g. Supply Chain
Management)
Business Function
(e.g. Inventory
Management)
Mission Area
(e.g. Corporate Business
Mission Area)
A taxonomical structure that gives a cross-LOB view for
aligning IT investments, identifying hand-offs and
connections, and facilitating architecture integration
UNCLASSIFIED
OV-0
OV-0
OV-0
Business Architecture - Understanding
Complexity Through Decomposition
Manage Stock Transfer
(Scenario)
Perform One Step / Two Steps
Stock Transfer
(Process)
Perform Goods Receipt
(Process Step)
BA is the highest and most dominant architecture, the central plexus
and equivalent to the structural architecture for your dream home
UNCLASSIFIED
OV-5
OV-6
OV-6
UNCLASSIFIED
Legend:
Line of Business
Level 1 Business
Function
The Business
Architecture as
starting point
UNCLASSIFIED
Legend:
Level 2 Business
Function
Level 3 Business
Function or known as
Business Scenario*
The Process
Model of
Supply Chain
Management
* On average, each Business
Scenario consists of 5 to 10
Business Processes
UNCLASSIFIED
Legend:
Level 2 Business
Function
Level 3 Business
Function or known as
Business Scenario
The Process
Model of
Engineering &
Maintenance
Management
UNCLASSIFIED
The Business Map
3-Tier Business Architecture
UNCLASSIFIED
UNCLASSIFIED
The principle is that projects aim to improve the
performance of business functions, and the
improved performance of business functions
results in the advancement of capabilities and
achievement of strategic outcomes.
Project on a business function
Capabilities
Strategic Outcomes
To actualise the alignment between projects and
strategic outcomes, the Balanced Score Card
(BSC) capabilities in the organisation BSC
strategy map will need to be developed.
Alignment to BSC and Outcomes
Vision: Delivering User Centric Information Capabilities
The Business Map (OV-0)
UNCLASSIFIED
Information
Infrastructure
Business Area
Logistics
Business Area
Once the capabilities are established, we will support the
business area leads to map and manage these internal
processes, which are essentially end-to-end processes that
integrate the Lines of Business (LOBs) to deliver common
outcomes to the Training, People, Logistics System and
Infrastructure capabilities.
The Value Chain of each capability can
be used for analysis by Enterprise
Architects to integrate LOBs.
The Value Chains would comprise
business functions depicted in the OV-0
Cross LOB Integration
Vision: Delivering User Centric Information Capabilities
UNCLASSIFIED
The Business Map (OV-0)
Information
Infrastructure
Business Area
Logistics
Business Area
EA: Enabling Business and IT Coherence
Business architecture
Process architecture
OV-2
OV-3
OV-7
OV-0
OV-1
OV-5
OV-6
SV-1
SV-2
SV-6
TV-1
EA describes the current and future states of an enterprise
using a broad set of Operational, System and Technical Views
Technical
Facing
Business
Facing
UNCLASSIFIED
Needline
External Needline
Node
ActivityActivity
Node
ActivityActivity
Node
OrganizationOrganization
Process Area
(Business
Function) 1.1
Process Area
(Business
Function) 1.2
Process Area
(Business
Function) 1.3
Process Area
(Business
Function) 1.4
Policy name 1
Policy name 2
Policy name 3
Policy name 4
Policy name 1
Policy name 2
Department 1
Resources &
Facilities
Department 2
Application system 1
Department 1
Department 2
Application system 1
Application system 2
Policy name 1
Policy name 2
Application system 1
Application system 2
System/ILS Mgr
Input 1
Input 2
Input 3
Output 1
Output 2
Output 3
Output 4
Output 5
Output 6Department 1
Department 1
OV- 2
EPC
OV- 1
BPMN
OV- 3 IOD IEDM
Role
Organization
Organization
Ty pe
Organization Organization
Role
OV- 4
OD
Operational
Activity
Operational
Activity
Operational
Activity
Operational
Capability
Operational
Activity
OV- 5
OV- 6
SV- 1
SV- 2
TV- 1
FTIDEF
EPC
BPMN ASD
AD
ND
TT
Node Tree
Operational
Activity
Organization
Event
Event
Event
Operational
Activity
Event
Information
Exchange
Requirement
Human Role
Information
Element
AD
System
System
Type
System
Component
is of type
encompasses
System
Organization Organization
SystemInterface
Communications
System
Communications
Link
Network
Network
Organization
Pathway
Interface
Network type
Operational
ActivityOrganization
Mission
Organization Type
Needline
Performance Parameter Set
Operational
Capability
System
Node
Node A1 Node A2
Function Output Output Output Output Output Output Output Output Output Output
FunctionInputInputInputInputInputInputInputInputInputInput
Operational
Activity
Information
Exchange
Requirement
Information
Element
Operational
Activity
Activity
Activity
Needline
Information
Exchange
Requirement
Information
Element
Information
Element
Organization Output Output Output Output Output Output Output Output Output Output
OrganizationInputInputInputInputInputInputInputInputInputInput
Organization
Organization Organization Type
Organization Type
Needline
Needline
Node
NeedlineNode
System SystemInterface
Organizatio
n Type
Standard
System Function
Node
SystemSystem
Node
System FunctionSystem Function
Needline
Interface
Node
Timed Standards
Forecast
Standards Forecast
Profile
Reference Model
ServiceService Area
SV- 7KPI
System Function
Performance
Parameter Set
System
Interface Standard
SV- 6UML IEDM
Data Flow
Information
Element
Interface
Information
Exchange
Requirement
Interface Interface
OV- 0
Process Area
(Business
Function)1.1
Process Area
(Business
Function)1.2
Process Area
(Business
Function)1.3
Process Area
(Business
Function)1.4
Process Area
(Business
Function)1.5
Department 1 Department 2Department 1 Department 2 Department 2
Simplified
EPC
Process Area
(Business
Function) 2.5
Process Area
(Business
Function) 3.5
Process Area
(Business
Function) 1.1
Process Area
(Business
Function) 1.2
Process Area
(Business
Function) 1.3
Process Area
(Business
Function) 1.4
Process Area
(Business
Function) 1.5
Enterprise
Process
Overview
Process Area
(Business
Function) 2.1
Process Area
(Business
Function) 2.2
Process Area
(Business
Function) 2.3
Process Area
(Business
Function) 2.4
Process Area
(Business
Function) 3.1
Process Area
(Business
Function) 3.2
Process Area
(Business
Function) 3.3
Process Area
(Business
Function) 3.4
Enterprise Process
(Line of Business)
4
Enterprise
Process
(Line of
Business) 1
Enterprise Process
(Line of Business)
2
Enterprise Process
(Line of Business)
3
Process Area
(Business
Function) 4.1
Process Area
(Business
Function) 4.2
Process Area
(Business
Function) 4.3
Process Area
(Business
Function) 4.4
Process Area
(Business
Function) 4.5
FT
Uses of EA Views to Answer Questions
The Business Map
High-Level Operational Concept Graphic
Operational Node
Connectivity Description
Operational Information
Exchange Matrix
Organizational Relationships Chart
Operational Activity Model
Operational Activity Sequence and
Timing Descriptions
System Interface
Description
System Communications
Description
Systems Data Exchange Matrix
Systems Performance Parameters Matrix
Technical Standards Profile
UNCLASSIFIED
Analysis
Integration
Visualisation
EA’s Focus
EA elevates the level of analysis and insight of business operating
models. To be a true professional, You Have to Use The EA Tools
UNCLASSIFIED
Paint Car
Car Needs
Painting
(Input)
Painted Car
(Output)
Context Diagram (From the Viewpoint of the Car Owner)‫‏‬
Integrated Definition (IDEF)
Control
Mechanism
UNCLASSIFIED
Paint Car
Spouse’s
Input
Car Needs
Painting
Vendor
(Car Painter)‫‏‬
Painted Car
Context Diagram (From the Viewpoint of the Car Owner)‫‏‬
Budget
Constraints
Time Limitations
Painting
Facility‫‏‬
Painting
Specs
UNCLASSIFIED
• Value people – Power of Leverage
• Communicated – Be Understood
• Keep it simple
• Embrace change: Keep up the Fire!
• Choose the right solution for the enterprise
• Delivery quality
• Model and document in an agile fashion
Principles of Agile Architecture
Building the Plane as it Flies
UNCLASSIFIED
• To understand how operations function, organisations have
to model the who, what and how of their business processes
– Who : Know the role-players and users
• Deliver value
• Listen to the business, hear what they truly want
– What : Define the end-to-end business processes
• Ensure they get used and re-used
– How : Get organised
• Stay relevant
• Adopt industry best practices
• Embedding new behaviours is crucial to implementing EA
Sustaining – An Attitude of Mind
EA brings together information, ideas and technologies and
makes them go where you want
UNCLASSIFIED
• Success in IT is all about people
– Good people + optimal process = success
– Good process + poor people = failure
• EA = Optimisation of business processes
– It's not just about automation nor just an IT system
• Encourage, empower and motivate
• Inspire and give space to your people!
What do we believe?
Nevertheless, robust Business Process Governance is key!
UNCLASSIFIED
Becoming a Trusted Partner will need
some New Behaviours
Central EA
Function
Projects,
Business Units/
LOBs
Engagement in Advance,
Time for Dialogue with HQ
Time for Dialogue
& Contracting
with Projects &
Business Units
Develop Solutions
Together, Commitment
Demonstration of Benefits to
Business: Time for Pilot
Experience Collaboration
as Adding Value
Focus on new Business
Opportunities, not just
Transformation
EA Input on
Strategy Valued
Making Everyone Matter! We should be walking the EA journey with
the Business Stakeholders and we must not Drive People off The Road
EA seen as a
Business Partner
UNCLASSIFIED
EA Value Realisation –
Architecture-driven Business Process
Management (BPM) Initiatives
UNCLASSIFIED
Useful models take you just
beyond the horizon … but
not further
 What if the model actually become reality?
 What if the model and the real thing are
directly connected together?
 What if what you model is what you run?
UNCLASSIFIED
• Process Performance Manager
• Central Process Scheduling
• Root Cause Analysis
• ARIS Business Architect
• ARIS Business Publisher
• ARIS Business Simulator
• SAP Solution Manager
- Business Blueprint
- Change Management
- Business Process Change
Analyzer
- Test Workbench
Test Automation (HP QC & TAO)
Business-to-
Model
EA
MDA
Business-IT
Integration
Oversight
E2B
ARIS/SAP Tools
Model-to-
Execution
Execution-to-
Business
An Overview of the MDAApproach to
Business-IT Integration
Moving Up The Maturity Ladder
Foresight
B2M
ARIS Business
Architect
Insight
M2E
SAP Solution
Manager
What is Modelled = What is Built = What is Used
UNCLASSIFIED
ARIS – Solution Manager Synchronisation
for System Configuration Control
UNCLASSIFIED
Business BPM
Technical BPM
Insight
M2E
Oversight
E2B
SAP
BPM Lifecycle – The Big Picture
Foresight
B2M
UNCLASSIFIEDAn integrated BPM platform to increase business process efficiency
Let your creative juices flow,
get passionate,
resist the urge to do only the minimum
– specifically:
A Challenge:
If you learn only methods you will be tied to
your methods, if you learn the principles,
you can create your own methods!
UNCLASSIFIED
37
Questions and Answers
UNCLASSIFIED
Thank You
“Don't Just Automate.
Collaborate
for
Cost Savings and Enterprise Agility!”
UNCLASSIFIED

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Enterprise Approach towards Cost Savings and Enterprise Agility

  • 1. Enterprise Approach towards Cost Savings and Enterprise Agility 14th Architecture Community of Practice (ACoP) Forum 21 July 2016 Poon See Hong pseehong@gmail.com “The adventure of life is to learn. The beauty of life is to give.” UNCLASSIFIED
  • 2. Disclaimer Views expressed in this presentation are solely that of the speaker's and shared in the spirit of knowledge sharing. They DO NOT necessarily represent MHA's or SPF's views UNCLASSIFIED
  • 3. Scope of Presentation Our approach to Enterprise Architecture (EA) Development and Management EA Value Realisation - Architecture-driven Business Process Management (BPM) Initiatives UNCLASSIFIED
  • 4. Our Approach to EA Development and Management UNCLASSIFIED
  • 5. Definitions of Enterprise Architecture “A Rose by any other name.........” Enterprise architectures are like blueprints, drawings or models Enterprise architectures refer to an organised set of elements with clear relationships to one another which together form a whole defined by its finality Enterprise architectures define the style and method of design and construction that comprise the elements of a system and define the purposes and interrelationships of those elements UNCLASSIFIED
  • 6. Definitions of Enterprise Architecture We view EA as an Enterprise Approach for: Ensuring Business-IT alignment Managing the complexities of IT Breaking the silo barriers Moving up the maturity ladder Supported by: Pragmatic and disciplined execution at a measured pace A culture of openness and transparencies to instill enterprise awareness UNCLASSIFIED
  • 7. It’s a Fan! It’s a Spear! It’s a Snake! It’s a Rope! It’s a Wall! It’s a Tree! EA provides a “Big Picture” view of the different elements of a business and how they are related, helping business and IT functions to jointly understand, plan and successfully deliver change Functionally Centric “blind men saw the elephant” UNCLASSIFIED
  • 9. Vision Architect's Views Plumbing Drawing Electrical Drawing Structural Drawing Engineer's Views Learning from the Building Industry Getting Everyone on the Same Page UNCLASSIFIED
  • 11. How do we build the Integrated Enterprise Architecture? A way to understand enterprise complexity through decomposition A method of structuring the enterprise with architectures at each level of decomposition A common language to communicate and create a shared understanding across and throughout the enterprise We have a committed leadership team, shared expectations and knowledgeable personnel to achieve success UNCLASSIFIED
  • 12. The Business Reference Model Structure Line of Business (LOB) (e.g. Supply Chain Management) Business Function (e.g. Inventory Management) Mission Area (e.g. Corporate Business Mission Area) A taxonomical structure that gives a cross-LOB view for aligning IT investments, identifying hand-offs and connections, and facilitating architecture integration UNCLASSIFIED OV-0 OV-0 OV-0
  • 13. Business Architecture - Understanding Complexity Through Decomposition Manage Stock Transfer (Scenario) Perform One Step / Two Steps Stock Transfer (Process) Perform Goods Receipt (Process Step) BA is the highest and most dominant architecture, the central plexus and equivalent to the structural architecture for your dream home UNCLASSIFIED OV-5 OV-6 OV-6
  • 15. Legend: Line of Business Level 1 Business Function The Business Architecture as starting point UNCLASSIFIED
  • 16. Legend: Level 2 Business Function Level 3 Business Function or known as Business Scenario* The Process Model of Supply Chain Management * On average, each Business Scenario consists of 5 to 10 Business Processes UNCLASSIFIED
  • 17. Legend: Level 2 Business Function Level 3 Business Function or known as Business Scenario The Process Model of Engineering & Maintenance Management UNCLASSIFIED
  • 18. The Business Map 3-Tier Business Architecture UNCLASSIFIED
  • 20. The principle is that projects aim to improve the performance of business functions, and the improved performance of business functions results in the advancement of capabilities and achievement of strategic outcomes. Project on a business function Capabilities Strategic Outcomes To actualise the alignment between projects and strategic outcomes, the Balanced Score Card (BSC) capabilities in the organisation BSC strategy map will need to be developed. Alignment to BSC and Outcomes Vision: Delivering User Centric Information Capabilities The Business Map (OV-0) UNCLASSIFIED Information Infrastructure Business Area Logistics Business Area
  • 21. Once the capabilities are established, we will support the business area leads to map and manage these internal processes, which are essentially end-to-end processes that integrate the Lines of Business (LOBs) to deliver common outcomes to the Training, People, Logistics System and Infrastructure capabilities. The Value Chain of each capability can be used for analysis by Enterprise Architects to integrate LOBs. The Value Chains would comprise business functions depicted in the OV-0 Cross LOB Integration Vision: Delivering User Centric Information Capabilities UNCLASSIFIED The Business Map (OV-0) Information Infrastructure Business Area Logistics Business Area
  • 22. EA: Enabling Business and IT Coherence Business architecture Process architecture OV-2 OV-3 OV-7 OV-0 OV-1 OV-5 OV-6 SV-1 SV-2 SV-6 TV-1 EA describes the current and future states of an enterprise using a broad set of Operational, System and Technical Views Technical Facing Business Facing UNCLASSIFIED
  • 23. Needline External Needline Node ActivityActivity Node ActivityActivity Node OrganizationOrganization Process Area (Business Function) 1.1 Process Area (Business Function) 1.2 Process Area (Business Function) 1.3 Process Area (Business Function) 1.4 Policy name 1 Policy name 2 Policy name 3 Policy name 4 Policy name 1 Policy name 2 Department 1 Resources & Facilities Department 2 Application system 1 Department 1 Department 2 Application system 1 Application system 2 Policy name 1 Policy name 2 Application system 1 Application system 2 System/ILS Mgr Input 1 Input 2 Input 3 Output 1 Output 2 Output 3 Output 4 Output 5 Output 6Department 1 Department 1 OV- 2 EPC OV- 1 BPMN OV- 3 IOD IEDM Role Organization Organization Ty pe Organization Organization Role OV- 4 OD Operational Activity Operational Activity Operational Activity Operational Capability Operational Activity OV- 5 OV- 6 SV- 1 SV- 2 TV- 1 FTIDEF EPC BPMN ASD AD ND TT Node Tree Operational Activity Organization Event Event Event Operational Activity Event Information Exchange Requirement Human Role Information Element AD System System Type System Component is of type encompasses System Organization Organization SystemInterface Communications System Communications Link Network Network Organization Pathway Interface Network type Operational ActivityOrganization Mission Organization Type Needline Performance Parameter Set Operational Capability System Node Node A1 Node A2 Function Output Output Output Output Output Output Output Output Output Output FunctionInputInputInputInputInputInputInputInputInputInput Operational Activity Information Exchange Requirement Information Element Operational Activity Activity Activity Needline Information Exchange Requirement Information Element Information Element Organization Output Output Output Output Output Output Output Output Output Output OrganizationInputInputInputInputInputInputInputInputInputInput Organization Organization Organization Type Organization Type Needline Needline Node NeedlineNode System SystemInterface Organizatio n Type Standard System Function Node SystemSystem Node System FunctionSystem Function Needline Interface Node Timed Standards Forecast Standards Forecast Profile Reference Model ServiceService Area SV- 7KPI System Function Performance Parameter Set System Interface Standard SV- 6UML IEDM Data Flow Information Element Interface Information Exchange Requirement Interface Interface OV- 0 Process Area (Business Function)1.1 Process Area (Business Function)1.2 Process Area (Business Function)1.3 Process Area (Business Function)1.4 Process Area (Business Function)1.5 Department 1 Department 2Department 1 Department 2 Department 2 Simplified EPC Process Area (Business Function) 2.5 Process Area (Business Function) 3.5 Process Area (Business Function) 1.1 Process Area (Business Function) 1.2 Process Area (Business Function) 1.3 Process Area (Business Function) 1.4 Process Area (Business Function) 1.5 Enterprise Process Overview Process Area (Business Function) 2.1 Process Area (Business Function) 2.2 Process Area (Business Function) 2.3 Process Area (Business Function) 2.4 Process Area (Business Function) 3.1 Process Area (Business Function) 3.2 Process Area (Business Function) 3.3 Process Area (Business Function) 3.4 Enterprise Process (Line of Business) 4 Enterprise Process (Line of Business) 1 Enterprise Process (Line of Business) 2 Enterprise Process (Line of Business) 3 Process Area (Business Function) 4.1 Process Area (Business Function) 4.2 Process Area (Business Function) 4.3 Process Area (Business Function) 4.4 Process Area (Business Function) 4.5 FT Uses of EA Views to Answer Questions The Business Map High-Level Operational Concept Graphic Operational Node Connectivity Description Operational Information Exchange Matrix Organizational Relationships Chart Operational Activity Model Operational Activity Sequence and Timing Descriptions System Interface Description System Communications Description Systems Data Exchange Matrix Systems Performance Parameters Matrix Technical Standards Profile UNCLASSIFIED
  • 24. Analysis Integration Visualisation EA’s Focus EA elevates the level of analysis and insight of business operating models. To be a true professional, You Have to Use The EA Tools UNCLASSIFIED
  • 25. Paint Car Car Needs Painting (Input) Painted Car (Output) Context Diagram (From the Viewpoint of the Car Owner)‫‏‬ Integrated Definition (IDEF) Control Mechanism UNCLASSIFIED
  • 26. Paint Car Spouse’s Input Car Needs Painting Vendor (Car Painter)‫‏‬ Painted Car Context Diagram (From the Viewpoint of the Car Owner)‫‏‬ Budget Constraints Time Limitations Painting Facility‫‏‬ Painting Specs UNCLASSIFIED
  • 27. • Value people – Power of Leverage • Communicated – Be Understood • Keep it simple • Embrace change: Keep up the Fire! • Choose the right solution for the enterprise • Delivery quality • Model and document in an agile fashion Principles of Agile Architecture Building the Plane as it Flies UNCLASSIFIED
  • 28. • To understand how operations function, organisations have to model the who, what and how of their business processes – Who : Know the role-players and users • Deliver value • Listen to the business, hear what they truly want – What : Define the end-to-end business processes • Ensure they get used and re-used – How : Get organised • Stay relevant • Adopt industry best practices • Embedding new behaviours is crucial to implementing EA Sustaining – An Attitude of Mind EA brings together information, ideas and technologies and makes them go where you want UNCLASSIFIED
  • 29. • Success in IT is all about people – Good people + optimal process = success – Good process + poor people = failure • EA = Optimisation of business processes – It's not just about automation nor just an IT system • Encourage, empower and motivate • Inspire and give space to your people! What do we believe? Nevertheless, robust Business Process Governance is key! UNCLASSIFIED
  • 30. Becoming a Trusted Partner will need some New Behaviours Central EA Function Projects, Business Units/ LOBs Engagement in Advance, Time for Dialogue with HQ Time for Dialogue & Contracting with Projects & Business Units Develop Solutions Together, Commitment Demonstration of Benefits to Business: Time for Pilot Experience Collaboration as Adding Value Focus on new Business Opportunities, not just Transformation EA Input on Strategy Valued Making Everyone Matter! We should be walking the EA journey with the Business Stakeholders and we must not Drive People off The Road EA seen as a Business Partner UNCLASSIFIED
  • 31. EA Value Realisation – Architecture-driven Business Process Management (BPM) Initiatives UNCLASSIFIED
  • 32. Useful models take you just beyond the horizon … but not further  What if the model actually become reality?  What if the model and the real thing are directly connected together?  What if what you model is what you run? UNCLASSIFIED
  • 33. • Process Performance Manager • Central Process Scheduling • Root Cause Analysis • ARIS Business Architect • ARIS Business Publisher • ARIS Business Simulator • SAP Solution Manager - Business Blueprint - Change Management - Business Process Change Analyzer - Test Workbench Test Automation (HP QC & TAO) Business-to- Model EA MDA Business-IT Integration Oversight E2B ARIS/SAP Tools Model-to- Execution Execution-to- Business An Overview of the MDAApproach to Business-IT Integration Moving Up The Maturity Ladder Foresight B2M ARIS Business Architect Insight M2E SAP Solution Manager What is Modelled = What is Built = What is Used UNCLASSIFIED
  • 34. ARIS – Solution Manager Synchronisation for System Configuration Control UNCLASSIFIED
  • 35. Business BPM Technical BPM Insight M2E Oversight E2B SAP BPM Lifecycle – The Big Picture Foresight B2M UNCLASSIFIEDAn integrated BPM platform to increase business process efficiency
  • 36. Let your creative juices flow, get passionate, resist the urge to do only the minimum – specifically: A Challenge: If you learn only methods you will be tied to your methods, if you learn the principles, you can create your own methods! UNCLASSIFIED
  • 38. Thank You “Don't Just Automate. Collaborate for Cost Savings and Enterprise Agility!” UNCLASSIFIED