Difference between revisions of "Enterprise Architecture Quarter"

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[[Enterprise Architecture 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==
−
''The predecessor lecture is [[Feasibility Study Quarter]].''
+
''[[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===
 
===Concepts===
 
#'''[[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]].
 
#'''[[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]].
−
#*[[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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#*[[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.
 +
#*[[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.
 
#'''[[Enterprise business]]'''. The actual or potential practice of making enterprise's profit by engaging in commerce.
 
#'''[[Enterprise business]]'''. The actual or potential practice of making enterprise's profit by engaging in commerce.
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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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#*[[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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#*[[Departmentalization]]. The basis by which jobs in an [[enterprise]] are grouped together.
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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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#'''[[Startup business]]''' (or, simply, [[startup]]). A [[business]] in its search of its [[business model]] or its ways of making money.
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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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#*[[Startup]]. A startup company is a company in the early stages of operations. Startups are usually seeking to solve a problem of fill a need, but there is no hard-and-fast rule for what makes a startup. A company is considered a startup until they stop referring to themselves as a startup.
+
#*[[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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#'''[[Operational business]]'''. Any [[business]], which [[business model]] generates revenue.
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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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#'''[[Portfolio engineering]]'''.
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#*[[Operational business]]. Any [[business]], which [[business model]] generates revenue.
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#*[[Engineering]]. The application of scientific principles to practical ends.
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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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#*[[Market engineering]].
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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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#'''[[Segmentation]]'''.
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#*[[SBU resource]]. A [[resource]] of a [[strategic business unit]] ([[SBU]]).
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#*[[Sector]]. The market that a startup companies product or service 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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#*[[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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#'''[[Core competency]]'''. An organization's major value-creating capability that determines its competitive weapons.
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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]]
 +
#*[[Core competency]]. An organization's major value-creating capability that determines its competitive weapons.
 
#*[[Competitive advantage]]. What sets an enterprise apart; its distinctive edge.
 
#*[[Competitive advantage]]. What sets an enterprise apart; its distinctive edge.
 +
#'''[[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]].
 +
#*[[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.
 +
#'''[[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.
 +
#*[[First mover]]. An enterprise that's first to bring a product innovation to the market or to use a new process innovation.
 +
#'''[[Focus strategy]]'''. The [[competitive strategy]] that strives to offer specialized [[market exchangeable]]s on a [[niche market]].
 +
#*[[Cost focus]]. A [[focus strategy]] that strives to achieve the lowest [[cost of operation]] on the [[niche market]].
 +
#*[[Differentiation focus]]. A [[focus strategy]] that strives to charge high prices on the [[niche market]].
 
#'''[[Innovation]]'''. Taking [[change idea]]s and turning them into new products, product features, production methods, pricing strategies, and ways of [[enterprise administration]].
 
#'''[[Innovation]]'''. Taking [[change idea]]s and turning them into new products, product features, production methods, pricing strategies, and ways of [[enterprise administration]].
 
#*[[Sustaining innovation]]. Small and incremental changes in established products rather than dramatic breakthroughs.
 
#*[[Sustaining innovation]]. Small and incremental changes in established products rather than dramatic breakthroughs.
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#*[[Disruptive innovation]] (or [[disruption]]). [[Innovation]]s in [[product]]s or [[process]]es that radically change existing [[market]]s including an industry's rules of the game.
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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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#'''[[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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#'''[[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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#*[[Context]]. The users, other systems and other features of the environment of the system that the system will interact with.
 
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#'''[[Exit strategy]]'''. This is how startup founders get rich. It's 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 VCs often develop an "exit strategy" while the company is still growing.
 
−
#*[[Exit strategy]]. A [[business strategy]] that seeks to withdraw an [[enterprise]] out of a particular [[business]] at the lowest cost and biggest gain.
 
 
#*[[Buyout]]. A common [[exit strategy]]. The purchase of a company's shares that gives the purchaser controlling interest in the company.
 
#*[[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).
 
#*[[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).
 
#*[[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.
 
#*[[Harvesting]]. Exiting a venture when an entrepreneur hopes to capitalize financially on the investment in the future.
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#'''[[Paradox theory]]'''. The theory that the key paradox in management is that there is no final status for an [[enterprise]].
 
  
 
===Roles===
 
===Roles===
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#'''[[Data architect]]'''.  
+
#'''[[Enterprise architect]]'''. A practitioner of [[enterprise architecture]].
−
#'''[[Knowledge engineer]]'''.
 
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#'''[[Entrepreneur]]'''. “An entrepreneur is an individual who accepts financial risks and undertakes new financial ventures. The word derives from the French “entre” (to enter) and “prendre” (to take), and in a general sense applies to any person starting a new project or trying a new opportunity.” (Source: wiseGEEK)
 
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#'''[[Intraprenuer]]'''. “Coined in the 1980s by management consultant Gifford Pinchot, intrapreneurs are used by companies that are in great need of new, innovative ideas. Today, instead of waiting until the company is in a bind, most companies try to create an environment where employees are free to explore ideas. If the idea looks profitable, the person behind it is given an opportunity to become an intrapreneur.” (Source: Investopedia) ‘Intrapreneurs’ hold many similar characteristics to ‘Entrepreneurs’ any may well leave their jobs to pursue a career as an entrepreneur. Companies seek out intrapreneurs to effect change within their organizations.
 
−
#'''[[Lead investor]]'''. A venture capital firm or individual investor that organizes a specific round of funding for a company. The lead investor usually invests the most capital in that round. Also known as "leading the round."
 
−
 
 
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===Methods===
 
  
 
===Instruments===
 
===Instruments===
−
#'''[[BCG matrix]]'''. A strategy tool that guides resource allocation decisions on the basis of market share and growth rate of [[strategic business unit]]s.
+
#[[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.
−
#*[[Strategic business unit]]. A single independent [[business]] of an organization that formulates its own [[competitive strategy]].
 
−
#'''[[Scrum meeting]]'''. One of the following: [[story time]], [[Sprint planning meeting]], [[Sprint review meeting]], [[Sprint retrospective]], [[daily standup]].
 
−
#*[[Sprint planning meeting]]. A working session held before the start of each sprint to reach a mutual consensus between the [[product owner]]'s [[acceptance criteria]] and the amount of work the development team can realistically accomplish by the end of the sprint. The length of the sprint determines the length of the [[Sprint planning meeting]], with two hours being equivalent to one week of the sprint. Using this formula, the [[Sprint planning meeting]] for a two-week sprint would last about four hours, although this can vary.
 
−
#*[[Daily standup]]. A brief communication and status-check session facilitated by the Scrum Master where Scrum teams share progress, report impediments, and make commitments for the current iteration or sprint. The Daily Scrum consists of a tightly focused conversation kept to a strict timeframe; the meeting is held at the same time, every day (ideally, in the morning), and in the same location. The Scrum task board serves as the focal point of the meeting. During the Daily scrum each team member answers three questions: (1) "What have I done since the last Scrum meeting? (i.e. yesterday)" (2) "What will I do before the next Scrum meeting? (i.e. today)" (3) "What prevents me from performing my work as efficiently as possible?"
 
−
#*[[Story time]]. A regular work session where items on the backlog are discussed, refined and estimated and the backlog is trimmed and prioritized.
 
−
#*[[Scrum of scrums]]. A meeting that is a scaling mechanism used to manage large projects involving Scrum multiple teams. A Scrum of Scrums is held to facilitate communication between teams that may have dependencies on one another. One member from each team attends the Scrum of Scrums to speak for the team—this could be the Scrum Master but may be any team member who can effectively relay information and handle questions or concerns for the team.
 
−
#*[[Sprint review meeting]]. A [[meeting]] that a [[Scrum team]] holds immediately following the completion of a sprint to review and demonstrate what the team has accomplished during the sprint. This meeting is attended by the product owner or customer, Scrum Master, Scrum team, and stakeholders. The [[Sprint review meeting]] is an informal meeting (no Powerpoint slides allowed). The length of the sprint determines the length of the [[Sprint review meeting]], with one hour being equivalent to one week of the sprint. Using this formula, the [[Sprint planning meeting]] for a two-week sprint would last two hours, although this can vary.
 
  
 
===Results===
 
===Results===
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#'''[[Enterprise portfolio]]'''. A collection of all [[business]]es in which a particular [[enterprise]] is.  
+
#'''[[Enterprise portfolio]]'''. A collection of all [[business]]es in which a particular [[enterprise]] operates.
 
#*[[Portfolio]]. A range of investments held by a [[legal entity]], an individual or organization.
 
#*[[Portfolio]]. A range of investments held by a [[legal entity]], an individual or organization.
 +
#'''[[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]].
  
 
===Practices===
 
===Practices===
  
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''The successor lecture is [[Resource Planning Quarter]].''
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''[[Concept Management Quarter]] is the successor lecture. In the [[enterprise envisioning]] series, the next lecture is [[Business Modeling Quarter]].''
  
 
==Materials==
 
==Materials==
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==See also==
 
==See also==
 +
 +
[[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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