Difference between revisions of "Enterprise Architecture Quarter"

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[[Product Design Quarter]] (hereinafter, the ''Quarter'') is the third of four lectures of [[Project Quadrivium]] (hereinafter, the ''Quadrivium''):
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[[Enterprise Architecture Quarter]] (hereinafter, the ''Quarter'') is a lecture introducing the learners to [[portfolio design]] primarily through key topics related to [[enterprise architecture]]. The ''Quarter'' is the third of four lectures of [[Portfolio Quadrivium]], which is the first of seven modules of '''[[Septem Artes Administrativi]]''' (hereinafter, the ''Course''). The ''Course'' is designed to introduce the learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]].
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*The ''Quarter'' is designed to introduce its learners to [[enterprise design]], or, in other words, to concepts related to creating architecture for achieving [[enterprise goal]]s; and
 
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*The ''Quadrivium'' examines concepts of administering various types of enterprises known as [[enterprise administration]] as a whole.
 
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The ''Quadrivium'' is the first of seven modules of [[Septem Artes Administrativi]], which is a course designed to introduce its learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]].
 
  
  
 
==Lecture outline==
 
==Lecture outline==
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''The predecessor lecture is [[Business Analysis Quarter]].''
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''[[Feasibility Study Quarter]] is the predecessor lecture.  In the [[enterprise research]] series, the previous lecture is [[Enterprise Intelligence Quarter]].''
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:[[Portfolio design]] is the [[enterprise envisioning]] of the [[enterprise portfolio]]. This lecture concentrates on [[enterprise architecture]] because this ''architecture'' is the main outcome from this ''modeling''.
  
 
===Concepts===
 
===Concepts===
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*[[Feature]]. A cohesive bundle of externally visible functionality that should align with business goals and objectives. Each feature is a logically related grouping of functional requirements or non-functional requirements described in broad strokes.
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#'''[[Enterprise architecture]]'''. A composition of the interrelated [[enterprise business|business]]es, [[process asset]]s, [[enterprise factor]]s, and [[enterprise personnel|personnel]] that together are known as an [[enterprise]].
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#'''[[Product]]'''. A solution or component of a solution that is the result of a project.
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#*[[File:Enterprise.png|400px|thumb|right|[[Enterprise]]]][[Enterprise]]. An undertaking to create something and/or develop somebody, which takes some level of [[enterprise effort]]. In other words, an [[enterprise]] is one or more [[business]]es unified in one [[system]]. An [[enterprise]] can also refer to an [[organizational unit]], [[organization]], or collection of [[organization]]s that share [[knowledge base]]s and other [[enterprise resource]]s.
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#*[[Product vision statement]]. A brief statement or paragraph that describes the why, what, and who of the desired software product from a business point of view.
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#*[[Sector]]. The market that some [[market exchangeable]] or a group of interrelated products fits into. Examples include: consumer technology, cleantech, biotech, and enterprise technology. Venture Capitalists tend to have experience investing in specific related sectors and thus tend not to invest outside of their area of expertise.
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#*[[Product backlog]]. A set of user stories, requirements or features that have been identified as candidates for potential implementation, prioritized, and estimated.
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#'''[[Enterprise business]]'''. The actual or potential practice of making enterprise's profit by engaging in commerce.
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#*[[Product scope]]. The features and functions that characterize a product, service or result.
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#*[[Business]]. (1) An individual's regular occupation, profession, or trade; (2) The practice of making one's profit by engaging in commerce.
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*Agile
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#*[[File:Departmentalization.png|400px|thumb|right|[[Departmentalization]]]][[Departmentalization]]. The basis by which jobs in an [[enterprise]] are grouped together.
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*[[System]]. A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.
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#[[File:Efficiency-effectiveness.png|400px|thumb|right|[[Efficiency]] vs [[effectiveness]]]]'''[[Portfolio engineering]]'''. The application of scientific principles to designing and/or modifying of the [[enterprise portfolio]].
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*[[Open system]]. A [[system]] that interacts with its environment.
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#*[[Engineering]]. The creative application of science, mathematical methods, and empirical evidence to the innovation, design, construction, operation and maintenance of [[market exchangeable]]s, [[system]]s, [[process]]es, [[business]]es, and [[enterprise]]s. To simplify, [[engineering]] is the application of scientific principles to practical ends.
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*[[Closed system]]. A [[system]] that is not influenced by and does not interact with its environment.
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#*[[Startup business]] (or, simply, [[startup business|startup]]). (1) A [[business]] in its search of its [[business model]], which usually means ways not to depend on external [[funding]]; (2) An [[enterprise]] in the early stages of operations. [[startup business|Startup]]s are usually seeking to solve a [[problem]] of fill a need, but there is no hard-and-fast rule for what makes a [[startup business|startup]] since situations differ. Often, a company is considered a [[startup business|startup]] until they stop referring to themselves as a [[startup business|startup]].
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#'''[[Systems engineering]]'''.  
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#*[[Operational business]]. Any [[business]], which [[business model]] generates revenue.
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#*[[Datapoint-device architecture]].  
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#'''[[Strategic business unit]]''' ([[SBU]]). A single independent [[business]] of an organization that formulates its own [[competitive strategy]].
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#*[[Configuration management]].  
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#*[[SBU market]]. A [[target market]] of a [[strategic business unit]] ([[SBU]]). Any [[SBU]] handles one or more [[target market]]s, which on which other [[SBU]]s of the same [[enterprise]] rarely target.
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#'''[[Informational architecture]].  
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#*[[SBU resource]]. A [[resource]] of a [[strategic business unit]] ([[SBU]]).
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#*[[Graphic design]].
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#*[[SBU business]]. A [[business]] of a [[strategic business unit]] ([[SBU]]). Any [[SBU]] handles one or more [[business]]es, but any of those shall use the same [[competitive strategy]].
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#*[[Usability]].  
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#[[File:Porter-curve.png|400px|thumb|right|Profitability curve for [[competitive strategy|competitive strategi]]es]]'''[[Competitive strategy]]'''. A formulated [[strategy]] for how a [[strategic business unit]] is going to compete. This formulation usually states which one of four types of [[competitive strategy|competitive strategi]]es the [[strategic business unit]] is going to pursue, what it considers as its [[competitive advantage]] or [[competitive advantage|advantage]]s, defines its [[business model]], and may or may not include (a) what products, (c) resulted from what production, (d) at what price, (e) using what presentation and promotion, (f) on what [[market]] or [[market]]s with regard to the region or regions and/or segment or segments of customers, (g) with what front-end office personnel, (h) with what level of [[enterprise]]'s support this enterprise is going to offer, as well as (i) what financial results and/or competitors' actions would trigger what changes in those decisions. Rarely, a mature [[enterprise]] formulates just one [[competitive strategy]]; usually, there are several [[Competitive strategy|competitive strategi]]es in the [[enterprise portfolio]] since different [[strategic business unit]]s are supposed to have their own [[Competitive strategy|competitive strategi]]es.[[File:Competitive-strategies.png|400px|thumb|right|[[Competitive strategy|Competitive strategi]]es]]
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#*[[UX design]].
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#*[[Core competency]]. An organization's major value-creating capability that determines its competitive weapons.
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*[[Action design]]. A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate.
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#*[[Competitive advantage]]. What sets an enterprise apart; its distinctive edge.
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*[[Commitment concept]]. Plans should extend for enough to meet those commitments made when the plans were developed.
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#'''[[Cost leadership strategy]]'''. The [[competitive strategy]] that strives to achieve the lowest [[cost of operation]] in the industry. The lowest cost of operation is usually driven by (a) significant [[economy of scale]], which requires a substantial [[market share]], and/or (b) [[learning curve]], which requires substantial experience in the [[operations]]. The lowest costs do not necessarily mean the lowest prices; a [[cost leadership strategy]] is about two [[competitive advantage]]s: (1) [[business opportunity|business opportuniti]]es to lower prices when and if the competition requires it and (2) maximization of the difference between [[sales]] and [[cost of operation]].
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*[[Load chart]]. A modified [[Gantt chart]] that schedules capacity by entire departments or specific resources.
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#*[[Mass production]]. The production of items in large batches.
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*[[Organizational development]]. A collection of [[planned change]] interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being.
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#*[[Mass customization]]. Providing customers with a product when, where, and how they want it.
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*[[Organizational development]]. Change methods that focus on people and the nature and quality of interpersonal work relationships.
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#*[[Exporting]]. Making products domestically and selling them abroad.
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*[[Process]]. An action that individuals, groups, and organizations engage in as a result of [[input]]s and that leads to certain [[output]]s.
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#*[[Importing]]. Acquiring products made abroad and selling them domestically.
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#*[[Output]]. An immediate and direct result of a [[process]].
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#'''[[Differentiation strategy]]'''. The [[competitive strategy]] that strives to charge high prices. These high prices are commonly driven by unique features (or differences) of the [[market exchangeable]] that are offered for sale on the [[market]]. [[Customer]]s usually are willing to pay high prices when [[market exchangeable]]s are uniquely desirable.
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*[[Statement of work]] (SOW). A narrative description of products or services to be supplied under contract.
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#*[[First mover]]. An enterprise that's first to bring a product innovation to the market or to use a new process innovation.
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#*[[Statement of work]] ([[statement of work|SOW]]). A formal document that defines the entire scope of the work that shall be completed in order to implement the [[proposed change]].
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#'''[[Focus strategy]]'''. The [[competitive strategy]] that strives to offer specialized [[market exchangeable]]s on a [[niche market]].
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*[[Input]]. A variable that leads to [[process]]es.
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#*[[Cost focus]]. A [[focus strategy]] that strives to achieve the lowest [[cost of operation]] on the [[niche market]].
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#*[[Differentiation focus]]. A [[focus strategy]] that strives to charge high prices on the [[niche market]].
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#'''[[Innovation]]'''. Taking [[change idea]]s and turning them into new products, product features, production methods, pricing strategies, and ways of [[enterprise administration]].
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#*[[Sustaining innovation]]. Small and incremental changes in established products rather than dramatic breakthroughs.
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#*[[Disruptive innovation]] (or [[disruption]]). [[Innovation]]s in [[market exchangeable]]s or [[process]]es that radically change existing [[market]]s including an industry's rules of the game.
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#'''[[Exit strategy]]'''. An [[enterprise strategy]] that seeks to withdraw an [[enterprise]] out of a particular [[business]] at the lowest cost and biggest gain. With regard to [[startup business]]es, this is how their founders usually get rich. An [[exit strategy]] is the method by which an investor and/or entrepreneur intends to "exit" their investment in a company. Commons options are an [[IPO]] or [[buyout]] from another company. Entrepreneurs and [[venture capitalist]]s often develop an [[exit strategy]] while the [[startup business]] is still growing.
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#*[[Buyout]]. A common [[exit strategy]]. The purchase of a company's shares that gives the purchaser controlling interest in the company.
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#*[[Liquidation]]. The process of dissolving a company by selling off all of its assets (making them liquid).
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#*[[IPO]]. Initial public offering. The first time shares of stock in a company are offered on a securities exchange or to the general public. At this point, a private company turns into a public company (and is no longer a startup).
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#*[[Harvesting]]. Exiting a venture when an entrepreneur hopes to capitalize financially on the investment in the future.
  
 
===Roles===
 
===Roles===
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#'''[[Enterprise architect]]'''. A practitioner of [[enterprise architecture]].
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===Instruments===
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#[[File:Bcg-matrix.png|400px|thumb|right|[[BCG matrix]]]]'''[[BCG matrix]]'''. A strategy tool that guides resource allocation decisions on the basis of market share and growth rate of [[strategic business unit]]s.
  
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===Methods===
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===Results===
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#'''[[Enterprise portfolio]]'''. A collection of all [[business]]es in which a particular [[enterprise]] operates.
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#*[[Portfolio]]. A range of investments held by a [[legal entity]], an individual or organization.
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#'''[[Enterprise strategy]]'''. The plan for how the [[enterprise]] will engage or keep engaged in one or more [[business]]es, how it will do what it's in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals. An [[enterprise strategy]] for a separate business of the [[enterprise]] is called [[business strategy]]. An [[enterprise strategy]] for a separate unit of the enterprise, known as [[strategic business unit]], is called [[competitive strategy]].
  
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===Instruments===
 
 
===Practices===
 
===Practices===
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*[[Activity diagram]]. A model that illustrates the flow of processes and/or complex use cases by showing each activity along with information flows and concurrent activities. Steps can be superimposed onto horizontal swimlanes for the roles that perform the steps.
 
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*[[Activity]]. A unit of work performed as part of an initiative or process.
 
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*[[Association]]. A link between two elements or objects in a diagram.
 
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*[[Assumption]]. Assumptions are influencing factors that are believed to be true but have not been confirmed to be accurate.
 
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*[[Attribute]]. A data element with a specified data type that describes information associated with a concept or entity.
 
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*[[Benchmarking]]. A comparison of a process or system's cost, time, quality, or other metrics to those of leading peer organizations to identify opportunities for improvement.
 
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*[[Brainstorming]]. Brainstorming is a team activity that seeks to produce a broad or diverse set of options through the rapid and uncritical generation of ideas.
 
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*[[Business analysis approach]]. The set of processes, templates, and activities that will be used to perform business analysis in a specific context.
 
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*[[Business analysis communication plan]]. A description of the types of communication the business analyst will perform during business analysis, the recipients of those communications, and the form in which communication should occur.
 
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*[[Business analysis plan]]. A description of the planned activities that the business analyst will execute in order to perform the business analysis work involved in a specific initiative.
 
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*[[Business architecture]]. A subset of the enterprise architecture that defines an organization's current and future state, including its strategy, its goals and objectives, the internal environment through a process or functional view, the external environment in which the business operates, and the stakeholders affected by the organization's activities.
 
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*[[Business case]]. An assessment of the costs and benefits associated with a proposed initiative.
 
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*[[Business constraint]](s). Business constraints are limitations placed on the solution design by the organization that needs the solution. Business constraints describe limitations on available solutions, or an aspect of the current state that cannot be changed by the deployment of the new solution. See also technical constraint.
 
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*[[Business domain model]]. A conceptual view of all or part of an enterprise focusing on products, deliverables and events that are important to the mission of the organization. The domain model is useful to validate the solution scope with the business and technical stakeholders. See also model.
 
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*[[Business event]]. A system trigger that is initiated by humans.
 
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*[[Business goal]]. A state or condition the business must satisfy to reach its vision.
 
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*[[Business policy]]. A business policy is a non-actionable directive that supports a business goal.
 
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*[[Business process]]. A set of defined ad-hoc or sequenced collaborative activities performed in a repeatable fashion by an organization. Processes are triggered by events and may have multiple possible outcomes. A successful outcome of a process will deliver value to one or more stakeholders.
 
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*[[Business rule]](s). A business rule is a specific, actionable, testable directive that is under the control of the business and supports a business policy.
 
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*[[Capability]]. A function of an organization that enables it to achieve a business goal or objective.
 
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*[[Cardinality]]. The number of occurrences of one entity in a data model that are linked to a second entity. Cardinality is shown on a data model with a special notation, number (e.g., 1), or letter (e.g., M for many).
 
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*[[Change control board]] (CCB). A small group of stakeholders who will make decisions regarding the disposition and treatment of changing requirements.
 
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*[[Change-driven methodology]]. A methodology that focuses on rapid delivery of solution capabilities in an incremental fashion and direct involvement of stakeholders to gather feedback on the solution's performance.
 
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*[[Class]]. A descriptor for a set of system objects that share the same attributes, operations, relationships, and behavior. A class represents a concept in the system under design. When used as an analysis model, a class will generally also correspond to a real-world entity.
 
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*[[Class model]]. A type of data model that depicts information groups as classes.
 
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*[[Code]]. A system of programming statements, symbols, and rules used to represent instructions to a computer.
 
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*[[Commercial-off-the-shelf software]] (COTS). Software developed and sold for a particular market.
 
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*[[Competitive analysis]]. A structured process which captures the key characteristics of an industry to predict the long-term profitability prospects and to determine the practices of the most significant competitors.
 
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*[[Constraint]]. A constraint describes any limitations imposed on the solution that do not support the business or stakeholder needs.
 
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*[[Context diagram]]. An analysis model that illustrates product scope by showing the system in its environment with the external entities (people and systems) that give to and receive from the system.
 
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*[[Cost-benefit analysis]]. Analysis done to compare and quantify the financial and non-financial costs of making a change or implementing a solution compared to the benefits gained.
 
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*[[Data dictionary]]. An analysis model describing the data structures and attributes needed by the system.
 
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*[[Data entity]]. A group of related information to be stored by the system. Entities can be people, roles, places, things, organizations, occurrences in time, concepts, or documents.
 
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*[[Data flow diagram]] (DFD). An analysis model that illustrates processes that occur, along with the flows of data to and from those processes.
 
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*[[Data model]]. An analysis model that depicts the logical structure of data, independent of the data design or data storage mechanisms.
 
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*[[Decision analysis]]. An approach to decision-making that examines and models the possible consequences of different decisions. Decision analysis assists in making an optimal decision under conditions of uncertainty.
 
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*[[Decision table]]. An analysis model that specifies complex business rules or logic concisely in an easy-to-read tabular format, specifying all of the possible conditions and actions that need to be accounted for in business rules.
 
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*[[Decision tree]]. An analysis model that provides a graphical alternative to decision tables by illustrating conditions and actions in sequence.
 
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*[[Decomposition]]. A technique that subdivides a problem into its component parts in order to facilitate analysis and understanding of those components.
 
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*[[Defect]]. A deficiency in a product or service that reduces its quality or varies from a desired attribute, state, or functionality. See also requirements defect.
 
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*[[Deliverable]]. Any unique and verifiable work product or service that a party has agreed to deliver.
 
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*[[Desired outcome]]. The business benefits that will result from meeting the business need and the end state desired by stakeholders.
 
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*[[Dialog hierarchy]]. An analysis model that shows user interface dialogs arranged as hierarchies.
 
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*[[Dialog map]]. An analysis model that illustrates the architecture of the system's user interface.
 
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*[[Domain]]. The problem area undergoing analysis.
 
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*[[Domain subject matter expert]] (SME). A person with specific expertise in an area or domain under investigation.
 
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*[[Enterprise]]. An organizational unit, organization, or collection of organizations that share a set of common goals and collaborate to provide specific products or services to customers.
 
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*[[Enterprise architecture]]. Enterprise architecture is a description of an organization’s business processes, IT software and hardware, people, operations and projects, and the relationships between them.
 
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*[[Entity-relationship diagram]]. An entity-relationship diagram is a graphical representation of the entities relevant to a chosen problem domain, the relationships between them, and their attributes.
 
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*[[Evaluation]]. The systematic and objective assessment of a solution to determine its status and efficacy in meeting objectives over time, and to identify ways to improve the solution to better meet objectives. See also metric, indicator and monitoring.
 
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*[[Event]]. An event is something that occurs to which an organizational unit, system, or process must respond.
 
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*[[Event response table]]. An analysis model in table format that defines the events (i.e., the input stimuli that trigger the system to carry out some function) and their responses.
 
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*[[Evolutionary prototype]]. A prototype that is continuously modified and updated in response to feedback from users.
 
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*[[External interface]]. An interface with other systems (hardware, software, and human) that a proposed system will interact with.
 
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*[[Feasibility study]]. An evaluation of proposed alternatives to determine if they are technically possible within the constraints of the organization and whether they will deliver the desired benefits to the organization.
 
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*[[Fishbone diagram]]. A diagramming technique used in root cause analysis to identify underlying causes of an observed problem, and the relationships that exist between those causes.
 
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*[[Force field analysis]]. A graphical method for depicting the forces that support and oppose a change. Involves identifying the forces, depicting them on opposite sides of a line (supporting and opposing forces) and then estimating the strength of each set of forces.
 
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*[[Glossary]]. A list and definition of the business terms and concepts relevant to the solution being built or enhanced.
 
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*[[Impact analysis]]. An impact analysis assesses the effects that a proposed change will have on a stakeholder or stakeholder group, project, or system.
 
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*[[Implementation subject matter expert]] (SME). A stakeholder who will be responsible for designing, developing, and implementing the change described in the requirements and have specialized knowledge regarding the construction of one or more solution components.
 
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*[[Incremental delivery]]. Creating working software in multiple releases so the entire product is delivered in portions over time.
 
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*[[Indicator]]. An indicator identifies a specific numerical measurement that indicates progress toward achieving an impact, output, activity or input. See also metric.
 
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*[[Initiative]]. Any effort undertaken with a defined goal or objective.
 
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*[[Inspection]]. A formal type of peer review that utilizes a predefined and documented process, specific participant roles, and the capture of defect and process metrics. See also structured walkthrough.
 
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*[[Interface]]. A shared boundary between any two persons and/or systems through which information is communicated.
 
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*[[Interoperability]]. Ability of systems to communicate by exchanging data or services.
 
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*[[Interview]]. A systematic approach to elicit information from a person or group of people in an informal or formal setting by asking relevant questions and documenting the responses.
 
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*[[Knowledge area]]. A group of related tasks that support a key function of business analysis.
 
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*[[Lessons learned process]]. A process improvement technique used to learn about and improve on a process or project. A lessons learned session involves a special meeting in which the team explores what worked, what didn't work, what could be learned from the just-completed iteration, and how to adapt processes and techniques before continuing or starting anew.
 
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*[[Metadata]]. Metadata is information that is used to understand the context and validity of information recorded in a system.
 
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*[[Methodology]]. A set of processes, rules, templates, and working methods that prescribe how business analysis, solution development and implementation is performed in a particular context.
 
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*[[Metric]]. A metric is a quantifiable level of an indicator that an organization wants to accomplish at a specific point in time.
 
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*[[Model]](s). A representation and simplification of reality developed to convey information to a specific audience to support analysis, communication and understanding.
 
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*[[Monitoring]]. Monitoring is a continuous process of collecting data to determine how well a solution is implemented compared to expected results. See also metric and indicator.
 
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*[[Objective]]. A target or metric that a person or organization seeks to meet in order to progress towards a goal.
 
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*[[Object-oriented modeling]]. An approach to software engineering where software is comprised of components that are encapsulated groups of data and functions which can inherit behavior and attributes from other components; and whose components communicate via messages with one another. In some organizations, the same approach is used for business engineering to describe and package the logical components of the business.
 
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*[[Operational support]]. A stakeholder who helps to keep the solution functioning, either by providing support to end users (trainers, help desk) or by keeping the solution operational on a day-to-day basis (network and other tech support).
 
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*[[Operative rule]](s). The business rules an organization chooses to enforce as a matter of policy. They are intended to guide the actions of people working within the business. They may oblige people to take certain actions, prevent people from taking actions, or prescribe the conditions under which an action may be taken.
 
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*[[Opportunity analysis]]. The process of examining new business opportunities to improve organizational performance.
 
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*[[Optionality]]. Defining whether or not a relationship between entities in a data model is mandatory. Optionality is shown on a data model with a special notation.
 
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*[[Organization]]. An autonomous unit within an enterprise under the management of a single individual or board, with a clearly defined boundary that works towards common goals and objectives. Organizations operate on a continuous basis, as opposed to an organizational unit or project team, which may be disbanded once its objectives are achieved.
 
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*[[Organization modeling]]. The analysis technique used to describe roles, responsibilities and reporting structures that exist within an organization.
 
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*[[Organizational process asset]]. All materials used by groups within an organization to define, tailor, implement, and maintain their processes.
 
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*[[Organizational readiness assessment]]. An assessment that describes whether stakeholders are prepared to accept the change associated with a solution and are able to use it effectively.
 
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*[[Organizational unit]]. Any recognized association of people in the context of an organization or enterprise.
 
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*[[Plan-driven methodology]]. Any methodology that emphasizes planning and formal documentation of the processes used to accomplish a project and of the results of the project. Plan-driven methodologies emphasize the reduction of risk and control over outcomes over the rapid delivery of a solution.
 
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*[[Prioritization]]. The process of determining the relative importance of a set of items in order to determine the order in which they will be addressed.
 
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*[[Problem statement]]. A brief statement or paragraph that describes the problems in the current state and clarifies what a successful solution will look like.
 
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*[[Process map]]. A business model that shows a business process in terms of the steps and input and output flows across multiple functions, organizations, or job roles.
 
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*[[Process model]]. A visual model or representation of the sequential flow and control logic of a set of related activities or actions.
 
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*[[Project]]. A temporary endeavor undertaken to create a unique product, service or result.
 
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*[[Project charter]]. A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.
 
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*[[Project scope]]. The work that must be performed to deliver a product, service, or result with the specified features and functions. See also scope.
 
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*[[Regulator]]. A stakeholder with legal or governance authority over the solution or the process used to develop it.
 
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*[[Relationship]]. A defined association between concepts, classes or entities. Relationships are usually named and include the cardinality of the association.
 
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*[[Relationship map]]. A business model that shows the organizational context in terms of the relationships that exist among the organization, external customers, and providers.
 
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*[[Repository]]. A real or virtual facility where all information on a specific topic is stored and is available for retrieval.
 
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*[[Return on investment]]. A measure of the profitability of a project or investment.
 
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*[[Risk]]. An uncertain event or condition that, if it occurs, will affect the goals or objectives of a proposed change.
 
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*[[Root cause analysis]]. Root cause analysis is a structured examination of an identified problem to understand the underlying causes.
 
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*[[Scenario]]. An analysis model that describes a series of actions or tasks that respond to an event. Each scenario is an instance of a use case.
 
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*[[Scope]]. The area covered by a particular activity or topic of interest. See also project scope and solution scope.
 
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*[[Scope model]]. A model that defines the boundaries of a business domain or solution.
 
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*[[Sequence diagram]]. A type of diagram that shows objects participating in interactions and the messages exchanged between them.
 
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*[[Service]]. Work carried out or on behalf of others.
 
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*[[Span of control]]. Span of control is the number of employees a manger is directly (or indirectly) responsible for.
 
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*[[Stakeholder analysis]]. The work to identify the stakeholders who may be impacted by a proposed initiative and assess their interests and likely participation.
 
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*[[Stakeholder list, roles, and responsibility designation]]. A listing of the stakeholders affected by a business need or proposed solution and a description of their participation in a project or other initiative.
 
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*[[State diagram]]. An analysis model showing the life cycle of a data entity or class.
 
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*[[Structural rule]]. Structural rules determine when something is or is not true or when things fall into a certain category. They describe categorizations that may change over time.
 
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*[[Structured walkthrough]]. A structured walkthrough is an organized peer review of a deliverable with the objective of finding errors and omissions. It is considered a form of quality assurance.
 
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*[[Subject matter expert]] (SME). A stakeholder with specific expertise in an aspect of the problem domain or potential solution alternatives or components.
 
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*[[Swimlane]]. The horizontal or vertical section of a process model that show which activities are performed by a particular actor or role.
 
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*[[SWOT analysis]]. SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. It is a model used to understand influencing factors and how they may affect an initiative.
 
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*[[System]]. A collection of interrelated elements that interact to achieve an objective. System elements can include hardware, software, and people. One system can be a sub-element (or subsystem) of another system.
 
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*[[Technical constraint]](s). Technical constraints are limitations on the design of a solution that derive from the technology used in its implementation. See also business constraint.
 
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*[[Technique]]. Techniques alter the way a business analysis task is performed or describe a specific form the output of a task may take.
 
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*[[Temporal event]]. A system trigger that is initiated by time.
 
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*[[Timebox]]. A fixed period of time to accomplish a desired outcome.
 
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*[[Unified modeling language]] (UML). A non-proprietary modeling and specification language used to specify, visualize, and document deliverables for object-oriented software-intensive systems.
 
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*[[Variance analysis]]. Analysis of discrepancies between planned and actual performance, to determine the magnitude of those discrepancies and recommend corrective and preventative action as required.
 
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*[[Work breakdown structure]] (WBS). A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project.
 
  
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''[[Concept Management Quarter]] is the successor lecture. In the [[enterprise envisioning]] series, the next lecture is [[Business Modeling Quarter]].''
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==Materials==
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===Recorded audio===
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===Recorded video===
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===Live sessions===
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===Texts and graphics===
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==See also==
  
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''The successor lecture is [[Project Management Quarter]].''
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[[Category:Septem Artes Administrativi]][[Category:Lecture notes]]

Latest revision as of 13:34, 6 May 2023

Enterprise Architecture Quarter (hereinafter, the Quarter) is a lecture introducing the learners to portfolio design primarily through key topics related to enterprise architecture. The Quarter is the third of four lectures of Portfolio Quadrivium, which is the first of seven modules of Septem Artes Administrativi (hereinafter, the Course). The Course is designed to introduce the learners to general concepts in business administration, management, and organizational behavior.


Lecture outline

Feasibility Study Quarter is the predecessor lecture. In the enterprise research series, the previous lecture is Enterprise Intelligence Quarter.

Portfolio design is the enterprise envisioning of the enterprise portfolio. This lecture concentrates on enterprise architecture because this architecture is the main outcome from this modeling.

Concepts

  1. Enterprise architecture. A composition of the interrelated businesses, process assets, enterprise factors, and personnel that together are known as an enterprise.
  2. Enterprise business. The actual or potential practice of making enterprise's profit by engaging in commerce.
  3. Efficiency vs effectiveness
    Portfolio engineering. The application of scientific principles to designing and/or modifying of the enterprise portfolio.
  4. Strategic business unit (SBU). A single independent business of an organization that formulates its own competitive strategy.
  5. Profitability curve for competitive strategies
    Competitive strategy. A formulated strategy for how a strategic business unit is going to compete. This formulation usually states which one of four types of competitive strategies the strategic business unit is going to pursue, what it considers as its competitive advantage or advantages, defines its business model, and may or may not include (a) what products, (c) resulted from what production, (d) at what price, (e) using what presentation and promotion, (f) on what market or markets with regard to the region or regions and/or segment or segments of customers, (g) with what front-end office personnel, (h) with what level of enterprise's support this enterprise is going to offer, as well as (i) what financial results and/or competitors' actions would trigger what changes in those decisions. Rarely, a mature enterprise formulates just one competitive strategy; usually, there are several competitive strategies in the enterprise portfolio since different strategic business units are supposed to have their own competitive strategies.
    Competitive strategies
    • Core competency. An organization's major value-creating capability that determines its competitive weapons.
    • Competitive advantage. What sets an enterprise apart; its distinctive edge.
  6. Cost leadership strategy. The competitive strategy that strives to achieve the lowest cost of operation in the industry. The lowest cost of operation is usually driven by (a) significant economy of scale, which requires a substantial market share, and/or (b) learning curve, which requires substantial experience in the operations. The lowest costs do not necessarily mean the lowest prices; a cost leadership strategy is about two competitive advantages: (1) business opportunities to lower prices when and if the competition requires it and (2) maximization of the difference between sales and cost of operation.
    • Mass production. The production of items in large batches.
    • Mass customization. Providing customers with a product when, where, and how they want it.
    • Exporting. Making products domestically and selling them abroad.
    • Importing. Acquiring products made abroad and selling them domestically.
  7. Differentiation strategy. The competitive strategy that strives to charge high prices. These high prices are commonly driven by unique features (or differences) of the market exchangeable that are offered for sale on the market. Customers usually are willing to pay high prices when market exchangeables are uniquely desirable.
    • First mover. An enterprise that's first to bring a product innovation to the market or to use a new process innovation.
  8. Focus strategy. The competitive strategy that strives to offer specialized market exchangeables on a niche market.
  9. Innovation. Taking change ideas and turning them into new products, product features, production methods, pricing strategies, and ways of enterprise administration.
  10. Exit strategy. An enterprise strategy that seeks to withdraw an enterprise out of a particular business at the lowest cost and biggest gain. With regard to startup businesses, this is how their founders usually get rich. An exit strategy is the method by which an investor and/or entrepreneur intends to "exit" their investment in a company. Commons options are an IPO or buyout from another company. Entrepreneurs and venture capitalists often develop an exit strategy while the startup business is still growing.
    • Buyout. A common exit strategy. The purchase of a company's shares that gives the purchaser controlling interest in the company.
    • Liquidation. The process of dissolving a company by selling off all of its assets (making them liquid).
    • IPO. Initial public offering. The first time shares of stock in a company are offered on a securities exchange or to the general public. At this point, a private company turns into a public company (and is no longer a startup).
    • Harvesting. Exiting a venture when an entrepreneur hopes to capitalize financially on the investment in the future.

Roles

  1. Enterprise architect. A practitioner of enterprise architecture.

Instruments

  1. BCG matrix
    BCG matrix. A strategy tool that guides resource allocation decisions on the basis of market share and growth rate of strategic business units.

Results

  1. Enterprise portfolio. A collection of all businesses in which a particular enterprise operates.
  2. Enterprise strategy. The plan for how the enterprise will engage or keep engaged in one or more businesses, how it will do what it's in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals. An enterprise strategy for a separate business of the enterprise is called business strategy. An enterprise strategy for a separate unit of the enterprise, known as strategic business unit, is called competitive strategy.

Practices

Concept Management Quarter is the successor lecture. In the enterprise envisioning series, the next lecture is Business Modeling Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also

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