Enterprise Architecture and Management

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title
Enterprise Architecture and Management
author
Bernard Szlachta (bs@NobleProg.co.uk)

Function vs Process Orientation ⌘

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Business Process Concepts ⌘

  • Business Process Reengeneering (BPR)
  • Total Quality Management (TQM)
  • Six Sigma


TQM⌘

  • Focus on work process
    • Quality problems are mostly dependent on the work processes that designed and manufactured the products and services
  • Analysis of variability
    • Uncontrolled variances are the primary causes of quality problems, and these variances should be analyzed and controlled by the front-line workers
  • Management by fact
    • Quality improvements programs should be based on systematic data collection, analysis and experimentation for solution implementation
  • Learning and continuous improvement
    • Quality improvement is never-ending and employee learning is a major part for carrying out quality improvements

William Edwards Deming⌘

W. Edwards Deming.jpg

  • The father of TQM
  • 1900 – 1993
  • American statistician, professor, author, lecturer, and consultant
  • National hero in Japan
  • Unknown it the US until 1970s

System Thinking⌘

  • A highest level unique approach to problems solving and managing the complexity.
  • It views certain 'problems' as a part of the overall system so focusing on these outcomes further develops the undesired element or problem.
  • E.g. Instead of optimizing how to print invoices (focusing on a single function), we can simply send them electronically to the buyer system (thinking in terms of the whole process and impact of the system)

Business Process Re-engineering (BPR)⌘

  • Management philosophy to enhance corporate competitiveness
  • M. Hammer – he believed corporation were simply automating processes design prior to the wide usage of computers
  • The key enabler for BPR is IT
  • IT serves as the disruptive technology that allows generalists to do the work traditionally performed by specialists, enables everyone to make decisions
  • "Don't automate, obliterate"
  • Illogical business activities are there because nobody dares to challenge them

Michael Hammer⌘

Michael Martin Hammer.png

  • Michael Martin Hammer (1948 - 2008)
  • American engineer
  • Management author (has he ever managed something?)
  • Professor of computer science at the Massachusetts Institute of Technology (MIT)
  • Known as one of the founders of the management theory of Business process reengineering (BPR)

Lean ⌘

  • Lean manufacturing
  • Lean IT
  • Lean software development
  • Lean Services
  • Lean Integration


Lean Principles

  • Eliminate waste
  • Amplify learning
  • Decide as late as possible
  • Deliver as fast as possible
  • Empower the team
  • Build integrity in
  • See the whole

Lean ⌘

Waste in Lean

  • Waste = Muda (無駄)
    • unnecessary code and functionality
    • delay in the software development process
    • unclear requirements
    • bureaucracy
    • slow internal communication
  • Unevennes = Mura (斑 or ムラ)
  • Unreasonable = Muri (無理)

Processes and SOA⌘

  • A BPM based system might create a tight coupling between integration technology and individual business applications
  • This tight coupling increases the operational cost. Why?
  • As a business process changes, the integration technology also changes
  • BPM without services is:
    • Complex and brittle, because the process layer is required to access the underlying business applications directly
    • The SOA provides the ideal platform for the business process layer for the following reasons:
  • A line of business services provides coarse-grained business functionality that map the business tasks in a business process
  • Business process is not responsible for knowing any details of the underlying application and technology platforms
    • Service contracts for the line of business services provide well-defined and unambiguous interfaces for accessing the services