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Structure & Culture Concepts

Structure & Culture Concepts. Break into Groups. Summarize the Lecture along the lines of: What concepts were presented? Why these concepts were presented? How can the concepts to used in EA work?. Tutorial Agenda. Deeper Understanding of EA as a Complex System Model Defining Structure

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Structure & Culture Concepts

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  1. Structure & Culture Concepts

  2. Break into Groups Summarize the Lecture along the lines of: What concepts were presented? Why these concepts were presented? How can the concepts to used in EA work?

  3. Tutorial Agenda • Deeper Understanding of • EA as a Complex System Model • Defining Structure • Types of organisation structures • Definingculture • Interplay between structure & culture • Clarifying the difference between Organisation & Enterprise • EA Toolkits • EA standards • EA Management processes • EA Models • EA in Corporate Governance • Tutorial Questions • Case Study

  4. Why is EA a Complex System? Can’t predict system behaviour Source: Richard Zippel, http://www.cs.cornell.edu/rz/ISAT/7March97/ppframe.htm

  5. Why is EA a Complex System? Concepts & Theories Concepts & Theories EA Non Linear Business System Components Non Linear ICT System Components Behaviours & Practices Behaviours & Practices

  6. Explore 2 EA Components today Example: Part of ANZ Bank’s Org Structure Example Cloud not suited to ANZ Bank: Weatherston Chief information officer, Anne Weatherston, says it will be five years before Cloud is mature enough for the financial sector http://www.cio.com.au/article/403267/cloud_suited_anz_bank_weatherston/

  7. Defining Structure Definitions from ..... and there are others not mentioned

  8. Definition from the Leavitt Diamond Model (1965) Why is EA Complex? Chain of Command Configuration Structure Technology Process Open System Social Technical Useability Business Activities & Information Flows People Leadership & Culture Any changes in one will affect the Other

  9. Types of Organisation Structures Bottom Up Top Down Network Collaborative

  10. What is Culture ? Strategy thinking Styles Communication Styles Problem Solving Styles Management Styles Leadership Styles Family, education, belief & expectation systems, experiences.....  People attitudes in different situations  Shape behaviours at home/work/etc  Situation Outcomes

  11. Understanding the Interplays of Culture & Structure

  12. Structure & Culture Interplay Bottom Up Top Down Behaviours Instructional directives Exclusive Decision Making You tell we do You don’t tell, we don’t do Behaviours Consensus Agreed Directives Grass Roots Influenced Decision Making We tell we do

  13. Structure & Culture Interplay Network Collaborative Behaviours Top Down/Bottom Up (Competence Based) Directives Exclusive/Inclusive (Competence Based) Decision Making You tell we do You don’t tell, we don’t do We tell we do Do it / Can Do AND we all support One or All Adaptive = Agile Capacity

  14. Strategy & Leadership Interplay Influences Influenced by Makes or Breaks Makes or Breaks Structure (Efficacy of chain of command execution) enabled by influences Enables (Efficacy of chain of command execution Culture

  15. When organisation culture is operational Influences Influenced by Becomes operationally tactical Makes or Breaks What happens? Structure (Efficacy of chain of command execution) enabled by influences Enables (Efficacy of chain of command execution Culture

  16. Structure & Culture Interplay Present EA contexts based on Culture of Organisation And who presenters report to (structure)

  17. Organisation Vs Enterprise It’s a matter of personal contextual interpretation Bernard’s contexts Organisation Has Operating Views Operating Views Operating Views Enterprise Operating View within & across BUs, locations, functions, etc Is

  18. EA Toolkits Standards EA management Processes EA Models EA in Corporate Governance

  19. EA Standards Proprietary or Community Shared Standards EgZackman EA, TOGAF, etc Process Standards Modelling Standards Methods Spec-Formats Digitalised as ICT enabled EA modelling Tools eg IBM’s Rational Rose, MS Visio At Different EA Perspectives

  20. EA Management Program Processes Example: The Open Group Architecture Framework Standard (TOGAF) EA Processes BUT What do the Actual Architecture Models Look Like?

  21. EA Models What to They Look Like? Multimedia Specs Visual Specs Text Specs

  22. Documentation of EA Models What to They Look Like? Rich Pictures UML Notations

  23. EA Models What to They Look Like? Rich Pictures UML Notations

  24. EA in Corporate Governance EA EA as Part of Corporate Governance Framework • EA Culture fostered by: • Corporate Governance Roles & responsibilities + performance appraisal • Training & career paths

  25. Corporate Governance (CG) 101 Where CG applies? What is Involved in CG work?

  26. 7) Tutorial Tasks Break into Groups and Develop and Present Answers to Allocated Q

  27. 1. Why is it important to understand the “people side” of EA? • 2. Compare and contrast an organisation and an enterprise. • 3. What are some of the academic fields that influence the field of EA? • 4. Describe the purpose of each level of the Parson/Thompson Model. • 5. How is the Organisation Network Model different from the Parsons/Thompson Model of organisations? • 6. Who are stakeholders in the EA program and associated activities and might they want to resist the EA program and associated activities? • 7. What are four ways to manage change with stakeholders? • 8. Select a large or mid-size enterprise from business or government and describe the following: • a. What structural and cultural aspects should be captured by EA? • b. Who are the potential stakeholders in an EA program? • c. What strategies for gaining stakeholder buy-in could be used? • d. Relate Strategies for managing change to various stakeholders.

  28. Case Study Break up into Groups Conceptualise the key conversations What is

  29. Q8 Do you agree with the need for an EA program in the case study? Sales & Inventory Tracking System (SITS) – ~2 years RoI, $3mio++ • Integrate info across • Sales • Inventory • Production Capacity to compete with competitor Mitigate production inefficiency Kate Jarvis (COO) Rob Danforth(CEO) Gerald Montes (Chief Council) Decision Options: Buy 1, Buy 2? Improve cost management Last Week Scene 1 Cost Accounting Module WELLCO ERP System 18 months RoI, <$600K Jim Gorman (CFO) Sam Young (CIO)

  30. What’s this week Conversation About? Split into groups Use Visual Graphics to Summarize

  31. EA will align each current & future departments, increase cost savings into the future, BUT will cost additionally $121,600 & 2 months ...... Lily Jefferson System Analyst 3 Discuss the merits and limitations of the CIO’s (Sam) EA Plan for Financial and Production Segments? What is the value in terms of cost savings & scalability of solution? Vince The Albright Infer DMC’s Strategic Goals Eg New Custom Order Line of Business for Next Year 1 What is DMC organisation culture? Architect 2 Can you describe DMC organisation structure? Analyse Kate & Jim’s System Requirements Sales & Production Department Finance Department

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