The Enterprise Modelling FFLV-GODS Framework
System Modelling
Determine Use Cases, Capabilities, Nodes, Signals
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UC3 UC1 St2 UC2
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Establish Modelling Framework
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2. Black Box View: Document System Context and Use Case Scenarios Msg1
3. White Box View: Determine System Structure in block diagram by grouping activities in Nodes
Nodes
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7. Identify in each Node the Data, decision points and Rules for branching
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6. Identify perm Links and Interfaces by analysing every Node I/O Behaviour: Signals
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Make Info
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System Logic Technology layers
8. Identify physical technology architecture layers, their nodes and links and apply flows
System Interactions Nodes Block Diagram (Structure) Signal Flow Diagrams (Behaviour) Data Map Technology 1 blueprint Technology 1 Technology 2 blueprint
9. Key System Modelling diagrams
Resource Layers
Order
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4. Model dynamic behaviour/operation for each scenario 5. Illustrate State Transitions on Messages in Signals over Nodes Swimlane/Object/Sequence diagrams /Events for each Function, if stateful
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The Enterprise Modelling FFLV-GODS Framework An Enterprise consists of a group of people organised to deliver a product employing technology.
The Framework
Terms, framework, metamodel, patterns, navigation…
Terms of reference
The Enterprise Model (EM) is a graphical description of the enterprise that consists of a navigable set of integrated diagrams. As opposed to Enterprise Architecture (EA), the Enterprise Model covers, beside IT, the enterprise Business Logic, People Organisation and non-IT technology. An enterprise can be modelled in three dimensions as Structure (Nodes/Functions+ Links) Operation (Signals/Flows), Implementation Resource in Layers, visualised in Views, filtering only the enterprise aspects of interest. The Enterprise Modelling Framework is a frame on which the artefacts, modelled independently, mount to give the whole EM. All artefacts consist of one or more framework components/dimensions. Modelling principles are part of the framework. A metamodel is an entity relationship diagram illustrating the component and relationships types of the Enterprise Model. Why Enterprise Modelling? Enterprise Modelling enables enterprise understanding, problem solving, improvement, simplification, integration, investment, decision making…, resources alignment to intended business operation… strategy mapping to EM for execution. Overall, EM is an enterprise reusable asset that, over time, facilitates: enhanced management of enterprise complexity faster enterprise change and transformation, that is agility to market changes
The enterprise modelled as a three dimensional body
Modular Metamodel
Who does EM? The Enterprise Modeller in Chief and team • specific the EM framework, standards, principles, guidelines… • organise and coordinates the EM work so that stakeholders' parts fit consistently into the framework and enterprise model. • design the one page enterprise models Stakeholders model and document the views of aspects they own. Enterprise Modelling is an enterprise wide effort. FFLV framework elements: Functions (Nodes), Flows (Signals), Layers, Views. Functions: clusters of related functionality, logical blocks in which the Enterprise is structured. A Function consists of Processes, Information, Rules and Interfaces. Function Stack: Functions + executing Technology + People roles A Flow: an end to end sequence of processes, that deliver an outcome. A Process is an activity and key element of both Functions and Flows. Information is stored & processed in Functions and transmitted in Flows. Information is implemented as data in the Technology layer. A Capability: an operation the enterprise can perform that consists in Functions, Flows and related People & Technology that execute them. An enterprise is said to have capabilities. Employed in strategy mapping and enterprise comparisons. A Service:an encapsulated capability accessed through an interface. Views are filters excluding all but the enterprise aspect of concern to a stakeholder , represented as cross-sections through the Enterprise body.
Nodes and Lines patterns in model layers
Capability/Service/Solution Architect. components models
GODS – Governance, Operations, Development, Support the basic Functions of any Enterprise. Architecture Principles Decoupling, Modularization, Encapsulation, Layering, Hierarchical design, Distribution agnostic, Standardization, Duplication reduction Design Guidelines: design SOA, Virtualise technology, Use technology Appliances, Converge data, voice and video networks, Lease/Buy/Build. EM outcomes • The integrated business logic, organization and technology blueprints for the current and target Enterprise states. • The framework, principles, standards, best practices… • The transition roadmap from current to targets
The FFLV-GODS enterprise modelling framework
Navigation of the enterprise model
The Enterprise Modelling FFLV-GODS Framework
The Models
Models, design templates. modelling sequence‌
1
2 Customise business map/Functions for each LoB
Specify external interaction scenarios & LoBs
Map organization chart to Business Functions Map
3
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7 Design Infrastructure Model - Servers,Storage,Networks
Design key flows and business architecture
9 Document key Flows. Use this business map Link individual models in the Enterprise wide model
Design Applications Model on Business Map
6 Specify Information Model on Business Map
4
5
The Enterprise Modelling FFLV-GODS Framework
2
Customer interactions
1
Information and Data Architecture
4
Flows Swimlanes
Business Operations Architecture
Information Map
Information Flows
Flows over Functions 3 Mapping to
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Data Model
Applications Architecture
Technology Architecture
Enterprise Model (EM): models linked by metamodel relations
Context map
Value Chains & Functions Map
Business Architecture
The Design
Data over links 6
Non-IT Technology Architecture
Infrastructure Architecture
7
Organization Mapping
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Principles & Technology Standards
People Architecture 8
The Enterprise Modelling FFLV-GODS Framework Set-up EM maybe triggered by 1. An imminent Merger or Acquisition (M&A) 2. A decision to outsource business functions 3. Adoption of Cloud strategy 4. A requirement to implement regulatory changes 5. A business process improvement initiative 6. A company re-organization 7. Adopt ion of new business models 8. An upgrade of obsolete key technology 9. Establishment of a new company 10. Conscient decision to better the enterprise The EA Set-up Activities 11. Define enterprise modelling, outcome, scope 12. Do Business Case and get approval 13. Specify practice organization and governance 14. Propose the first 100 days development plan 15. Define modeling framework, metamodel, principles 16. Establish modelling process best practices 17. Select EM tool, embed framework, organise site 18. Capture information on existing organization, products, stakeholders, strategy, objectives, business and operating models, roadmapping… The process of building the EM is iterative, going into further depths and new entities and views are added.
The Process
As-Is Modelling 1. 2. 3. 4.
Produce value proposition for specific iteration Devise As-Is Business Functions (Reference) Map Specify stakeholders’ Use Cases and Capabilities Document a business flows map and model flows over functions in swimlane/sequence charts 5. Model As-Is Single Page Business Architecture usine templates as flows over key functions&links 6. Map Information onto Business functions 7. For each Function identify technology/people roles 8. Map applications against business functions 9. Map IT data architecture against functions map 10. Do non-IT technology architecture for function map 11. Draw Infrastructure architecture: servers, storage, networks 12. Do organization chart and map to business functions map 13. Design Enterprise wide views over the functions map : Security, Location, Performance, Financials... 14. Asses and map enterprise capabilities to key functions and flows 15. Iterate designing capability by capability Stakeholders design own Views within given guidelines. Do Top down business discovery employing framework templates and Bottom-Up design of existing technology
Drivers for Business Transformation and actions for IT
Business Case, 100days Plan, Sol. Integration, Process Controls Site…
Transformation To-Be Design & PlanningTransformation Design target Capabilities views as Business Functions and Flows Map, Applications, Infrastructure and non-IT technology architectures 1. Compile apps & technology obsolescence roadmap 2. Map strategy to Enterprise Capabilities and subsequently to their Functions, Flows, Organisation and Technology 3. Design the enterprise To-Be business functions and capabilities map 4. Documented target business flows starting with the customer interaction and products 5. Model the target Single Page Architecture as key Flows over Functions 6. Devise updated Information Architecture (IA) 7. Update current Data Architecture and map to IA 8. Draft SOA like business services 9. Draw target Infrastructure blueprints servers, storage and networks diagrams, cloud, inventory 10. Do target people organisation 11. Do Gap analysis 12. Produce Enterprise Transformation roadmap 13. Do Planning of next few EM iterations Design SOA services that wrap capabilities Apply Architecture and Design Principles
EM assists the cross-functional transformation team to 1. Devise Transformation Program Portfolio from roadmap • Implementing in iterations with often deliveries and stakeholders’ consultation (Agile) • Prioritising to deliver the urgent fixes for the Enterprise • Leveraging existing applications and infrastructure • Setting value propositions and SMART Deliverables and CSFs, KPIs mission and scope at each iteration • Considering dependencies and synchronizations 2. Establish the EM implementation governance • Embed EM controls in development processes 3. Execute iteration • Re-engineer existing processes and technology • Implement new processes, technology, governance • Involve outsourcing , managed services companies • Work with Suppliers to package applications as services • Continuously manage • EA risks and roadblocks • Communications • Change adoption 4. Evaluate value delivered at each iteration 5. Model new requirements and do design in parallel with implementation and utilisation
Making the business case for Enterprise Modelling
Exploitation Measure the Enterprise Model development progress 1. Stage 0: Pre-EM 2. Stage 1: Set-up phase; EM programme definition. From approved business case till the EM organization is set up, planning and resources are committed and EM modeller, Steering Committee and governance are agreed... Capabilities for design and execution are committed now. EM framework and tools are established 3. Stage 2: EM discovery and design; the As-Is Model is discovered, intermediate stages and To-Be EM sketched. 4. Stage 3: Transformation Execution; transformation plan approved , KPIs, CSFs and quick wins are determined; execution in iterations until 80/20% (functionality/effort) achieved and value delivered confirmed. 5. Stage 4: exploitation stage, while incremental design/plan/implementation stages in execution.
Measure Enterprise Model utilisation process maturity 6. 7. 8. 9.
10.
Level 0: EM ignored Level 1: EM ocassional exploitation Level 2: Documented EM exploitation process Level 3: Managed , embedded; EM always used in decision making and change process Level 4: Optimizing EM , on-going EM work, design the enterprise based on the EM
100 days plan for establishing the EM practice
Governance checks in capability development process Solution Architectures alignment to Enterprise Model The Enterprise Modelling and Transformation Processes
The Enterprise Modelling FFLV-GODS Framework
Employ enterprise strategy specification process
Cascade strategies to people chart and technology
Map strategy goals to the enterprise model capabilities
The Strategy
Process, Framework, Mapping, Roadmap, Transformation…
Use enterprise strategy rings specification framework
The enterprise strategy implementation process
Results of mapping strategy to applications
Do environment analysis PESTEL, Poretr’s 5fs…
The enterprise roadmap components
Infrastructure goals from strategy mapping