integrating multiple external models using iso 42010€¦ · title: integrating multiple external...
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Bruce McNaughton
Independent Consultant [email protected]
Teamwork
06/01/2012
Bruce McNaughton, Independent Consultant, Copyright 2012 [email protected] 1
The Tower of Models
MBO
NOTE: All of the trademarks Identified in the Tower are owned By the respective Trademark owner (OGC, SEI, PMI, ISO, OpenGroup, OMG, etc)
42 Model Types: • Assessment • Best Practice • Product
06/01/2012
Bruce McNaughton, Independent Consultant, Copyright 2012 [email protected] 2
Bruce McNaughton, Independent Consultant, Copyright 2012 [email protected]
System of Interest
Architecture Approved in November.. Replaces IEEE 1471
http://www.iso-architecture.org/42010/cm/
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Bruce McNaughton, Independent Consultant, Copyright 2012 [email protected]
Environment
System-of-
Interest Architecture
exhibits
Architecture
Description Stakeholder
Architecture
Rationale
Correspondence
Correspondence
Rule Concern
Architecture
Viewpoint
Model Kind
Has interests in
has
frames
governs
governs
Architecture
View
Architecture
Model
expresses identifies
identifies
identifies
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Bruce McNaughton, Independent Consultant, Copyright 2012 [email protected]
System Supplier Customers Capabilities
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Bruce McNaughton, Independent Consultant, Copyright 2012 [email protected]
People Skills, Knowledge,
Experience,
Capacity
Structure (Relationships, FIT,
Purpose)
Activities /
Decisions (Management, Core,
Support, Unique)
Tools
/ Facilities (IT Systems, Tools,
Work space)
Measurement
/ Reward (Job Design, Team,
Individual)
Team Management Plan Purpose / Mission
Objectives / Strategies / Plan / Budget
Vision / Values
(To Deliver and Improve
the planned contribution)
Adapted from:
Jay Galbraith
Star Model
(A.K.A. FIT Model)
Activities of a
Manager Planning
Organizing
Resourcing
Integrating
Measuring
Developing People
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Bruce McNaughton, Independent Consultant, Copyright 2012 [email protected]
PeopleSkills, Knowledge,
Experience,
Capacity
Structure(Relationships, FIT,
Purpose)
Activities /
Decisions(Management, Core,
Support, Unique)
Tools
/ Facilities(IT Systems, Tools,
Work space)
Measurement
/ Reward(Job Design, Team,
Individual)
Team Management PlanPurpose / Mission
Objectives / Strategies / Plan / Budget
Vision / Values
(To Deliver and Improve
the planned contribution)
Adapted from:
Jay Galbraith
Star Model
(A.K.A. FIT Model)
Business Architecture
Jobs, Roles, Skills, Person (Training, Coaching, Development)
Processes (Related Activities,
Roles, RASCI, Work Products,
Completion Criteria)
IT Applications /
Infrastructure (Information, Access,
Automation, Flow, Timing)
Structure (Org Charts, Assignments, Allocations)
Motivation (Feedback,
Achievement, Performance)
Plans (Capacity, Capability, Contribution, Timing)
External
Standards and
Best Practice
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Bruce McNaughton, Independent Consultant, Copyright 2012 [email protected]
Architecture Description
For an Organization
G
A
P
G
A
P
G
A
P
Teams Customers
Training &
Coaching
Process
Automation
ICT Products
& Services
Assessment
Models
Best Practice
Models
Process
Assets
Process Audits /
Assessments
Customer
Requirements
Product and / or
Service Solutions
Mapping
Desk
Check
What you should do What you say you do What you actually do
External
Requirements
Product /
Compliance
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Bruce McNaughton, Independent Consultant, Copyright 2012 [email protected]
Summary
Models (Assessment / Best Practice) ◦ Models need to be integrated into the architecture
◦ Terminology is a challenge … many are identical but different
words.
Business Architecture ◦ Teams can be used to normalize a Business Architecture
◦ Managers are key to strategic planning and implementation
◦ Plans should be a key source of information
ISO 42010 ◦ Simple definitions for:
System
Architecture Description
Architecture Framework
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Bruce McNaughton, Independent Consultant, Copyright 2012 [email protected]
Ackoff, Russell, ‘Re-Creating the Corporation’. Adams, Douglas, ‘The Hitchhiker’s Guide to the Galaxy’. Collins, Jim, ‘Built to Last’. Collins, Jim, ‘Good to Great’. Covey, Stephen R., ‘The Seven Habits of Highly Effective People’, 1989. Drucker, Peter, ‘Management: Tasks, Responsibilities, and Practice, 1974.
(I recommend the 1974 version (ISBN 0 7506 4389 7) as this is an abridged version). Galbraith, Jay, ‘Organization Design’, 1977. Galbraith, Jay, Downey, Diane, Kates, Amy, ‘Designing Dynamic Organizations’, 2002. Gilb, Tom, ‘Competitive Engineering’. Goldratt, Eliyahu M., and Cox, Jeff, ‘The Goal’. Hock, Dee, ‘One from Many’. Hopper, Kenneth and Hopper, William, ‘The Puritan Gift’. Larman, Craig and Vodde, Bas, ‘Scaling Lean and Agile Development, Thinking and
Organizational Tools for Large-Scale Scrum’. Lee, Thomas H., Shiba, Shoji, and Wood, Robert Chapman, ‘Integrated Management
Systems’. Manz, Charles C., Sims, Henry, P. Jr, ‘Business without Bosses’ Potts, Chris, ‘fruITion’. Senge, Peter M., ‘The Fifth Discipline’ Senge, Peter M., ‘The Dance of Change’. Sterman, John D., ‘Business Dynamics’. Womack, James P., and Jones, Daniel T., ‘Lean Thinking’.
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Bruce McNaughton, Independent Consultant, Copyright 2012 [email protected] 06/01/2012 11