bridging enterprise-architecture and systems-thinking
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Bridging enterprise-architecture and systems-thinking
- an introduction to Enterprise Canvas
Tom Graves, Tetradian Consulting: October 2014
the futures of business
An EA / systems-thinking tool…
Setting the scene…
A core aim inEA and systems-thinking:
things work betterwhen they work together
on purpose
For this to happen, we needguided-conversations
that are actuallyeveryone’s responsibility.
What visual tools can we useto engage people in this?
Let’s begin, though, witha cautionary tale…
Motorola RAZR- a hugely innovativeproduct(in 2003, anyway)
CC-BY-NC joshb via Flickr
- the outcomeof a new type
of innovation process
did Motorola forget their process for innovation?
- mere tweaks to the product
four years later, the product was gone – and almost the company too
CC-BY-NC-ND gordon meivia Flickr
Keep focus on the processfor tools-development,
not just any one product…
Our task here:
some frame or tool to guide conversations about
things work betterwhen they work together
on purpose
…but we need to be carefulnot to get too focussed
on the tool itself…
keep ourselves open to the awareness that there are
always other ways to do this!
Where do we start?
Short answer:
start with what we alreadyhave ready to use
in our ideas-toolkit…
Exploring the toolkit
On one side, there’senterprise-architecture…
Enterprise-architecture…
Zachman Framework
Enterprise-architecture…
The ‘BDAT stack’
Enterprise-architecture…
TOGAF (The Open Group Architecture
Framework)RequirementsManagement
G.Governance
and Compliance
E.Opportunities
andSolutions
C.Develop
Data / Apps Architecture
A.ArchitectureScope and Purpose
Preliminary:Framework,
Principles and Core Content
H.Architecture
Change Management
B.Develop
Business Architecture
D.Develop
TechnologyArchitecture
F.Migration Planning
Enterprise-architecture…
PRM (Performance Reference Model) fromFEAF ([US] Federal Enterprise Architecture Framework)
Enterprise-architecture…
Process-models (lots of them)
Enterprise-architecture…
Capability-models (lots of them)
Capture Order
Assemble Order
Prepare order documentation
Accept from Contractor
Accept Agency Order
Capture inbound order events
Receive inbound order from agency
Print & apply agency identifier
labels
Reconciliation of agency bills &
orders
Record agency order violations
Handover order documentation to transport driver
Outbound
Handover Order to Transport
Driver
Capture actual acceptance
events
Verify OrderReceive Order
Lodgement
Accept at Customer Location
Accept at Facility
Receive electronic order via internet
I nbound
Process electronic order via email
Verify Order
Preparation & Streaming
Handle Rejected Orders
Capture Order information
Process Payment for Order
Customer
SupportHuman Resources
Succession Planning
RecruitmentMaintain employee
recordsOccupational Health
& SafetyOperational Training
Leave Administration
Finance
Provide Financial Analysis & Direction
Support Business Cases
Produce budgets & forecasts
Manage Financial Policy & Procedures
Record & monitor expenditure
Transport
Process
Check and prepare vehicle
Road Transport Operations
Drop Off Orders & empty containers
Handle vehicle incidents (breakdowns,
re-fuel, etc.)
Capture transport run events
Drive transport vehicle between locations
Pick Up Orders & empty containers
Staff Development
Manage
Consolidate Orders
Create & Maintain Facility NCR-Code
Plans
Estimate Production Volumes
Plan & Schedule Production Operations
Staffing & Rostering
Time and Attendance
Monitor Order Processing
Review Facility Performance & imp.
improvements
Corrective Action for Processing
Quality Control
Dock Management
Production Management
Corrective Action for Transport &
Delivery
Prepare Customer Transfer
Plan Transfer Production
Prepare Transfer Data
Prepare Transfer Production
Prepare Transfer Documentation
Support Customer Bulk Orders
Advise customer of bulk-order
issues
Manage Customer Order
Quality
Support customer bulk-
orders
Handle Customer Complaints &
Inquiries
Receive & record notification of
problems
Investigate & resolve problems
Report Status of Order
Handle general inquiries
Process Service Requests
Process Requests
Process Other Requests
Process Payment for Service
Consumable Tools
Management
Specify Tools requirements
Acquire & Locate Consumable Tools
Maintain inventory of Consumable Tools
Manage & Perform maintenance of
Consumable Tools
Container & Label Management
Specify container requirements
Acquire & Supply Containers
Manage & Perform maintenance of
containers
Maintain inventory of containers
Label Policy & Design
Manage Label Stock
Specify vehicle requirements
Vehicle Management
Purchase or Lease vehicles (&
accessories)
Dispose of vehicles
Maintain inventory of vehicles
Manage contracts with fuel suppliers
Monitor payments to fuel suppliers
Manage allocation of vehicles to facilities
Manage vehicle registration &
insurance
Prepare claims for diesel & alternative
fuel grant
Manage maintenance of
vehicles
Equipment Management
Property Management
Specify Property Requirements
Acquire Property
Dispose of Property
Manage Building Administration
Establish & Maintain Relationships with
Licensees
Manage Relationship with
Licensees
Calculate Revenue due from Licensees
Specify materials requirements
Materials Management
Acquire & Locate Materials
Maintain inventory of Materials
Select & Manage Asset Maintenance Service Providers
Evaluate & select Asset Maintenance Service Providers
Establish & maintain Asset Maintenance
Contracts
Monitor Service Provider performance
Terminate Contract
Order ManagementFacility / Infrastructure Planning and Design
Transport OperationsAttendance & RosteringFacility / Infrastructure
Development
Operations Planning & Scheduling
Customer Billing & Payment
Operations Monitoring & Control
NCR-Code Management
Service Provider Management
Customer Service Management
Event Information Management
Product Delivery
Production Operations
Facility Asset Management
Facility Information
Performance Management
Production Strategy
System Development & Support Management
Property Management
Out of scope
Complete preparation of orders into consignments
Commence carrier service
Carrier staff verify consignment details & hand
over consignment to contractor
Lodge consignments with carrier
Verify / accept consignment
Visit "trans-ship" port
Complete carrier service
Receive & verify consignments
Handle consignment exceptions
Separate and store containers etc. in preparation
for transport to facility
Domestic Carrier Transport Operations
Transport Facility Management
Time and Attendance
Monitoring & Control
Review Facility Performance & implement
improvements
Planning & Scheduling
Staffing & Rostering
Planning & Monitoring of Carrier Services
Determine required lodgement &
handover times
Receive new/ updated schedules
from carriers
Develop & maintain carrier lodgement
schedules
Monitor carrier services & provide corrective action
Assess disputed/late consignments
I nternational CarrierTransport Operations
Receive inbound containers at origin
port
Handover outbound containers at
destination port
Transport bond containers from origin port to destination port
NCR-Code Updates
Capture Machine Configuration
Changes
Capture Tool Changes
Capture Machine Changes
Capture and Notify NCR-Code Changes
Manage Post-Production Operations
Establish Production Volumes
Time and Attendance
Monitor Post-Production Operations
Corrective Action
Review Facility Performance &
Implement Improvements
Staffing & Rostering
Plan & Schedule Operations
Setup forNon-Contractor
Delivery
Handle delivery vehicle incidents
Check & Prepare Delivery Vehicles
Document Handover to Transport
Driver
CaptureNon-Contractor Delivery Events
Deliver Container to Customer
Handle Customer Returns
Operate Vehicle for Transport Runs
Drop Off / Pick Up at Facility Depot
Setup forContractorDelivery
Receive Container from Contractor
Drop-Off
Receive Misdirected Container from
Contractor
Deliver Container via Contractor
Record errors & notify customer
Store articles
Verify Customer Pick-up
Handle Undeliverables
(including missorts)
Calculate Priority Delivery Charge
Capture Contractor Delivery Events
Despatch Container for Contractor
Pick-Up
Facility Administration
General AdministrationIndustrial Relations
Manage Transport Sub-Contractors
Maintain Contractor Service Information
Evaluate & Select Transport
Contractors
Establish & Maintain Transport Contracts
Monitor Contractor Performance
Manage Payments to Contractors
Terminate Contract
Select & Manage Agencies
Evaluate & Select Agencies
Establish & Maintain Contracts with
Agencies
Monitor Agency Performance
Manage Payments To/From Agencies
Terminate Contract with Agency
NCR-Code Management
NCR-Data Strategy, Policy &
Procedures
Maintain NCR Information
Maintain Machine Configuration Data
NCR Configuration Improvement
Manage Machine-Specific NCR Configuration
NCR Code-Sharing Management &
Support
Processing Procedure, Policies
& Governance
Processing Strategies
Processing Strategy & Design
Develop Processing Plans
Manage Facility I nformation
Define Costing Reference Data
Maintain Prod’n Structure
Information
Define terminology, & codes
Manage barcoding standards, formats & characteristics
Manage central storage of event
information
Manage inventory of
scanners
Manage central storage of production
volumes
Performance Management
Measurement of Service Quality
Measure Financial Performance
Measurement of Resource Utilisation
Performance Analysis
Production Systems
Initiate Project
Evaluate Solutions
Finalise Project
Systems support & maintenance
Develop / Enhance System
Implement System
Determine business systems
strategies
Systems control & Administration
Facility / I nfrastructure Design & Development
Specify Facility Requirements
Model Proposed Solutions
Select & Design Preferred Solution
Plan & Schedule Facility
Development
Implement Facility Changes
Construct Facilities & Equipment
Production Planning
Determine prod’n strategy & direction
Capacity Planning
Investment Planning
Determine prod’n principles &
policies
Legislative Compliance
Develop & maintain Dangerous Goods
policies & procedures
Production Capacity Analysis
Develop business perf. measures &
targets
Manage Core Business
Develop Business Strategies
Develop Business Plans
Receive Transfers at Facility
Transfers Damage Check
Slotting / Sequencing
Interleaving
Pre-Mould Verify
Slippage Adjustment
Batch Alignment for Moulding
Pre-Production Processing at
Facility
Capture Processing Events
Materials Receipt and Verification
Inspection of inbound materials
Process “Under Bond” Materials
Process Hazardous Materials
Handover Materials to Warehouse
Licensee Outbound Operations
Inspection of outbound product
Prepare licensee consignment for
despatch
Capture outbound volumes and
events
Despatch outbound product via licensee
carrier
Equipment Maintenance
Handle Non-Valid Orders
Machine Preparation
Moulding
Prepare agency consignments
Prepare product for road transport
Production Operations
Capture production events
Inward Dock Operations
Initial Preparation
Move Product between
processing steps
Machine Production
Order Configuration
Manual Preparation
Stream orders into production
batches
Manage batch containers prior
to pick up
Manage business performance &
operations
Manage Projects
Co-ordinate Projects
Accept Inbound Requests
Design, Specify & Evaluate New
Equipment
Purchase/Dispose Equipment &
Spares
Install & Relocate Equipment
Develop Maintenance
Strategies
Monitor & Optimise Performance &
Reliability
Ensure Logistics & OH&S Compliance
Manage Equipment Configuration
Manage Technical Documents &
Support Systems
Manage Inventory, Repairs & Stores
Infrastructure
Capture Consolidation
Events
Capture volumes & machine statistics
Plan & Schedule Equipment
Maintenance
Perform & Reord Equipment
Maintenance
Correct & Record Equipment Faults &
Parts Usage
Monitor & Report Maintenance Compliance
Modify Equipment
Optimise Equipment
Performance & Reliability
Perform & Manage Stores Function
Manage Technical Documents
Maintain Technical Help Desk
Enterprise-architecture…
Information-models (lots of them)
Performance Management NCR-Code Management
NCR-CodeManagement
NCR-CodeManagement
Services
NCR-Code Software Approval
Machine-Configuration ManagementMachine-code
NCR-Code file
NCR Configuration
NCR-Code
Machine-class data
Machine-code
Requests for new code-sets
Operations Monitoring & Control
Production Monitoring
(Inb’d / Outb’d)
Transport Monitoring
Production Monitoring
(Processing)
Order Management
Customer Order Quality
Assurance
Automated Transfer
Preparation
Transfer Quality Management
Prepare Transfer Production
Process Transfer Order
Generate Planned
Transfer Data
Barcode issues
Transfer volumes (planned & actual)
Customer Service Management
Accept Request
Customer
Accept Other Request
Partner Items Management
Core service details
Other service details
Customer details
Service performance by product
Product Service Performance Reporting &
Analysis
Infrastructure Performance Reporting &
Analysis
Production Performance
Performance Reporting (Inbound/
Outbound)
Facility Performance
Reporting (Processing)
Transport Performance
Reporting
Inbound/outbound performance Processing
performance
Transport performance
Infrastructure performance, performance measures & targets
Performancedetails
Production Processing Operations
post-mould
Milling Machine
Shaping Machine
Manage Customer Transfers
Pre-Despatch
Moulding
Produce Container
Labels
Robot Transfer
Auto-Rectify
Pre-Sort Machine
Manage Materials Storage
partialmould
rectifiedmould
tag and pre-sort
Tray Management
System
pre-mill before mould
Facility Asset Management
Fleet Management
Facility Asset Inventory
Management
Facility Asset Maintenance Management
Scanner Management
Spare Parts Management
FacilityAsset
Asset details
Asset maintenancefaults & parts usage
Assetdetails
Vehicle details
Scanner details
Materials details& parts usage
Parts re-supply& distribution
Facility Information Management
Maintain Basic Reference Data
Maintain Costing Reference Data
Maintain Facility
Structure
Production Plans
Management
Network nodes, product path
Reference data
Basicreference
data
Costing reference data
Network nodes, product path
Reference Data
ProductionStructure
Productplans
Operations Planning & SchedulingDetermine Production
Volumes
Production Volume
Forecasting
Production Planning
(Inb’d/Outb’d)
Transport Scheduling
Transport Service Demand
Production Planning
(Processing)
Plans & Schedules
Daily plans (inb’d / outb’d)
Daily plans (processing)
Daily volume
forecasts
Expectedvolumes
(from orig. facilityor bulk orders)
Volumesexpected from
processing facility(today)
Dailyvolume
forecasts
Work requirements(ongoing &
ad hoc)
Transport schedules
Service Provider Management
Service Provider
Management
Service Provider
Service provider details &
arrangementsLicensee
Management
Maintain Geographic
Information & Maps
Facility / Infrastructure Planning & Design
Attendance & Rostering
RosteringTime &
Attendance & Labour Usage
Daily Rosters
Attendance & Rostering
Daily Rosters
Attendance & actual
labour usage
Event Information Management
Production volumes & machine statistics
Capture Transport Run
Events
Capture Production
Events
Capture Prod’n Volumes and
Machine Statistics
Central Management
of Event Information
Machine & Asset Event
Transport events
Productionevents
Events
Onboard Vehicle Data
Capture
Vehiclestatistics
Facility Modelling & Optimisation
Machine Records
Machine statistics
Corrective Action
Management
Counter Order Delivery
Management
Missort & Reject
Analysis
Counter orderdetails
Network nodes, product path
Information Systems Integration
Report Service Status to Customer
Customerdetails
OperationsProcess
OutboundTransport
Customer InterfaceCustomer
Accept
Facilities Manage Production
(or across all functions)
Plans & schedules
Attendance & labour usage
Events
Events
Service Provider performance
Attendance & labour usage
Facility information
Facility information,
production plans
NCR-codesand machineconfigurations
Facilityinformation
Facility information &reference data
Track events
Asset costs, unavailability, faults
Productionvolumes & events
Lodgement volumes & events
Asset maintenance performed by service providers
Service provider events
Carrier arrangements
Asset availability
Productvolumes
NCR &production
plans
Asset events
NCR-code data
NCR-codesand machineconfiguration
Issues
IssuesTransportincidents
Enterprise-architecture…
Business-models (lots of them)
Enterprise-architecture…
And computers, of course.(lots and lots and lots of them…)
Experience:mainstream ‘enterprise’-architecture
maybe feels too IT-centric,too fragmenting
and too incomplete?
My own starting-point wasmore with systems-thinking
and other whole-context methods…
Systems-thinking…
ISO9000 quality-system standards
Systems-thinking…
‘Tetradian’ dimensions – physical ‘things’, virtual information, relational links between people, aspirational
purpose
Systems-thinking…
Rotating between perspectives…
Systems-thinking…
Modality – the MoSCoW set(“Must, Should, Could, can-Wait”)
CC-BY-NC-SA thisisbossi via Flickr
(or “Maybe, Sometimes, Could-be-possible, We-don’t-know”?)
Systems-thinking…
Rotating between sensemaking-methods…
Systems-thinking…
Systems-interdependency maps
Systems-thinking…
Stafford Beer’s‘Viable System
Model’
Systems-thinking…
Recursion and fractality in natural systemsCC-BY-NC-SA gjshepherd via Flickr
Systems-thinking…
Extensions to Tuckman, and Five Element (wu-xing)
Systems-thinking…
Extensions to Five Element (wu-xing) on leadership, flow
Systems-thinking…
Worldviews, deep-metaphors and modes of operation…
Systems-thinking…
Models of power-interactions between people…
Systems-thinking…
An emphasis on people, and spaces…CC-BY-ND alanclarkdesign via Flickr
Systems-thinking…
Include the people-story…
Systems-thinking…
An emphasis on the system as a whole…CC-BY-ND Kecko via Flickr
Systems-thinking…
An emphasis on the system as a whole…CC-BY Fretro via Flickr
Experience:all seems very powerful,
yet much of systems-thinkingand related disciplinescan be too ‘abstract’
for people to (want to) follow?
How might we link all of theseEA and ST themes together,into something that will work
and ‘make sense’for everyday EA / ST practice?
(What follows is my synthesis of all that,to create Enterprise Canvas:
what you’d do might be very different,depending on your experience and toolkit)
Remember the RAZR:
focus on the processof synthesis
more than the productof that synthesis…
Recursion:this process for developing
a set of whole-of-context toolsfor EA and systems-thinking
is itself an applicationof EA and systems-thinking
About service
Start with an assertion:
Everything in the enterprise is or represents a service.(If so, we can describe everything
in the same consistent way.)
A tension exists between what is, and what we want.
The vision describes the desired-ends for action;values guide action, describing how success would feel.
Why anything happens
A service represents a means toward an end – ultimately, the desired-ends of the enterprise-vision.
The nature of service
Services exchange value with each other, to help each service reach toward their respective vision and outcome.
Relations between services
Services serve.(That’s why they’re called ‘services’…)
What they serve is the story,via exchange of value.
(And if we get that right,they can sometimes make money, too.)
Each service sits at an intersection of values (vertical) and exchanges of value (horizontal)
Values and value
Value-flow is ‘horizontal’, but connection is first made by ‘vertical’ connection to shared-value and value-proposition
How connection happens
Interactions during the main-transactions are preceded by set-up interactions (before), and typically followed by other
wrap-up interactions such as payment (after).
We can describe ‘child-services’ to support each of these.
value-add
(self)
customer-facing
supplier-facing
In more detail
Crossmap between Business Model Canvas and Enterprise Canvas
Business-model as service
Services link together in chains or webs, as structured and/or unstructured processes, to deliver more complex
and versatile composite-services.
Supply-chain or value-web
Guidance for services
Use the Viable System Model (direction, coordination, validation) to describe service-relationships to keep this service on track to purpose and in sync with the whole.
Keeping on track
Viable System Model, representing a fractal service
Keeping on track: VSM
Viable System Model ‘systems’ are orthogonal to each other
Keeping on track: VSM
Coordination and Validation don’t fit comfortably with Taylorism
Keeping on track: VSM
This is the equivalents of VSM system-3, -4 and -5
Keeping on track: Direction
Interactions with delivery-services (system-1), and recursion
Keeping on track: Direction
Extended functions for equivalent of VSM system-2
Keeping on track: Coordination
The VSM algedonic links- ‘any-to-any’ connections -
provide another kind of coordination.
(Hard to show on diagrams, though.)
Major extensions / rethink for VSM system-3*
Keeping on track: Validation
Validation-services:
for each enterprise-value:
- build awareness of the value
- build capability to enact support
- enact in practice at run-time
- assess and review(for continual improvement)
Investors and beneficiaries
These flows (of which only some types are monetary) are separate and distinct from the main value-flows.
Investor and beneficiary
Another useful assertion:
Every enterpriseis ‘for-profit’.
(We need to think of ‘profit’ in a much broader sense than money alone.)
Investors and beneficiaries are often outside even of the market – yet are still part of the same shared-enterprise.
Investor and beneficiary
We need to considerinvestments and returnsof every applicable type,
to and fromevery type of stakeholder.
(‘Applicable type’ is determinedby the shared-enterprise values.)
A stakeholder in the storyis anyonewho can wielda sharp-pointed stakein your direction…
CC-BY-NC-SA evilpeacock via Flickr
Stakeholders in the enterprise
(Hint: there are a lot more of them than you might at first think…)
value-flow(‘how’,‘with-what’)
value-flow(‘how’,‘with-what’)
These are distinct flows – don’t mix them up!
values(‘why’)values(‘why’)
profit(money and more)profit(money and more)
Values, value-flow, money
Values-first enables full connection with shared-enterprise
Doing it right: values-first…
Money-first causes disconnect from shared-enterprise
Doing it wrong: money-first…
Always start from values,not money.
If we focus on money,we lose track of value.
If we focus on the ‘how’ of value,we lose track of the ‘why’ of values.
Always start from the values.(Not the money.)
Layers of abstractionfor service views
Row-numbering aligns with Zachman
‘Rows’ – layers of abstraction
Each ‘row’ downwardadds something more
to the description.Example:
row-3 is implementation-independent,row-4 is implementation-specific.
Example: Use solid-lines versus dashed-lines to representrow-3 / row-4 layer-differences in model and model-entities
Beware of mixed layering
Layers in Enterprise Canvasare layers of abstractionwithin the same scope
- not arbitrary views into different parts of the scope,
with arbitrary interconnections!
Row-0 is solely the enterprise-vision and (optional) values
Row-0 example - ZapaMex
Row-1 is simple lists from Zachman interrogatives,describing entities needed to make the enterprise happen
Row-1 example - ZapaMex
Row-2 starts to show relationships across the enterprise
Row-2 example - ZapaMex
An overly-simplistic row-3, based on transactions only
Row-3 example - ZapaMex
Describe more of the row-3 detail for service-delivery
Row-3 example - ZapaMex
Expand row-3 modelling out to the full enterprise-context
Row-3 example - ZapaMex
Internal structuresof services
We can view what services consist of in various ways- but eventually we’ll need the full detail
Service-content
In rows 1 and 2 (lists, and basic relations between entities), we can get away with the simple Zachman-interrogatives
Service-content
For rows 2 and 3 (implementation-independent),we start to need to become more specific
Service-content
Asset (‘What’)- a resource for which
the enterprise acknowledges responsibility
Composition:any combination of asset-dimensions.
Function (external of ‘How’)- external-facing interface,
responsible for service-contracts, protocols, SLAs, etc;
accepts and returns assets
Composition:any combination of asset-dimensions.
Location (‘Where’)- a position within the terms of
a specific schema
Composition:any combination of asset-dimensions,
plus time-as-location.
Capability (‘Who’ / ‘How’ / ‘What’)- the ability to do something:
- agent enacts the capability- action asset-type acted upon
- skill-level competence of the agent
Composition:agent / action: asset-dimensions;
skill-level: skills/decision dimensions;also recursively consists of other services
Event (‘When’)- trigger for a function and
underlying capability
Composition:any combination of asset-dimensions.
Decision / Reason (‘Why’)- sensemaking / decision-makingfor the service, and/or its type of
guidance or governance
Composition:any combination of decision/skills
dimensions.
Seen from outside, function and service may seem the same:
service is the whole thing, function is just its external-interface
Function, capability and service
Starting in row-3, and downward to the real-world,we must have the full detail of how all the elements intersect
Service-content
Most entities will consist of any appropriate combination– e.g. book is physical ‘thing’, contains information, is valued
Asset dimensions
Asset dimensions
Asset-dimensions are essentially same as ‘tetradian’ dimensions
is when they are slaves…
CC-BY-NC-ND littlejoncollection via Flickr
On relational-assets…
- the only time that people are ‘assets’
“Our people are our greatest asset!”
The relationship is the asset- not the person…
Most contexts will need to include combinations of these
Decision/skills dimensions
Decision/skills dimensions much the same as SCAN domains
Decision/skills dimensions
We can describe the content and structure of all services, using this as a graphical checklist.
(Also illustrates that Zachman needs an entire extra dimension)
Service-content
Products as exchanges between services
Products are exchanged between services
Exchanges
A productis an outcome of service
and the promiseof future service.
Products / exchanges are always (sets of) assets,composed of combinations of the asset-dimensions.
Exchanges as assets
Views across service-boundary
• Outside-out: Big-picture ‘world’, beyond even the market• Outside-in: View from ‘outside’ into organisation• Journey: Touchpoints between ‘outsider’ and organisation• Inside-out: View from the organisation’s perspective• Inside-in: View of the organisation to inside itself
Cycles of interaction between services
Overall flow of service and exchange follows a consistent cycle
The service-cycle
Much the same themes apply to shared-enterprise and market
Enterprise and service-cycle
The service-cycle applies across all of these connections
Enterprise and service-cycles
Different stages of the cycle emphasise different asset-types(overall cycle needs to complete for trust to be maintained)
Asset-dimensions and service-cycle
Every instance of service is also a project in its own right
Project-cycle and service-cycle
An adaptation of Five Elements describes service-lifecycles
Five Elements and enterprise
Identify the elements that help to pull from one phase to next
Five Elements and service-cycle
‘Inside’ child-services of Enterprise Canvas shown to left;‘outward-facing’ child-services shown to right.
Service-cycle and Enterprise Canvas
Similar exchanges apply across every interchange and flow
Exchanges everywhere…
Wrapping-up…
Restate that assertion:
Everything in the enterprise is or represents a service.(If so, we can describe everything
in the shared-enterprisewith Enterprise Canvas.)
Remember the RAZR:
don’t focus too much on the product (Enterprise Canvas),
focus more on the processfrom which the product arose.
How would youmerge EA and ST together,into something that will work
and ‘make sense’for everyday EA / ST practice?
Contact: Tom Graves
Company: Tetradian Consulting
Twitter: @tetradian ( http://twitter.com/tetradian )
Weblog: http://weblog.tetradian.com
Slidedecks: http://www.slideshare.net/tetradian
Publications: http://tetradianbooks.com and http://leanpub.com/u/tetradian
Books: • The service-oriented enterprise: enterprise architecture and viable services (2009)
• Mapping the enterprise: modelling the enterprise as services with the Enterprise Canvas (2010)
• Everyday enterprise-architecture: sensemaking, strategy, structures and solutions (2010)
• Doing enterprise-architecture: process and practice in the real enterprise (2009)
Further information:
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