1 / 40

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

tommy
Download Presentation

Structure & Culture Concepts

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  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 • Defining culture • 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. Terminology: Organisation Vs Enterprise It’s a matter of personal contextual interpretation. Hence, Bernard’s interpreted contexts are: Organisation Has Operating Views Operating Views Operating Views Enterprise Operating View within & across BUs, locations, functions, etc Is

  6. An Enterprise is a System of System hence Like a Meta (Above) “Enterprise System” EA Management Program governance activities apply at this corporate level view The upper layers of EA analysis and design modelling apply at this corporate level view Organisation Has many Operating Views Operating Views Operating Views “Enterprise” Operating View within & across BUs, locations, functions, etc Is Compliance EA Management Program spec at these system levels’ views All layers of EA analysis and design work also apply at these system levels’ views Various enterprise systems

  7. Hence EA as a Meta Discipline - #1 Because meta means above a discipline, a meta discipline can also be regarded as system of system, where a “system is a set elements, connected together, which form a whole; this showing properties which are properties of the whole rather than of its component parts” (Checkland in Really Learning, 2014) EA is a meta discipline because: As a system of system, it is regarded as a corporate level system of different enterprise views of how an organisation integrates its strategic, business and technology resources in providing its service oriented capabilities and market driven products 2. More specifically, EA, as a meta system gives the meta-contexts and standards for implementing all (strategic and operating) management and technology best practices for organisations

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

  9. Hence EA as a Meta Discipline - #2 A meta discipline is “discipline based on the integration of other disciplinary knowledge into a new ‘whole” (Lantz, 2009) Examples: Science, technology, engineering and mathematics disciplines EA is a meta discipline because: Is based on an integration of concepts from the business (organisation theories) and ICT (system theories) domains

  10. Hence EA as a Meta Discipline - #3 So can you find other definitions of meta disciplines & apply the definitions to say why EA is a meta discipline? EA is a meta discipline because: Application of your “Meta discipline” definition Don’t forget to quote references to your reasons why EA is considered a meta discipline Maybe further elaborations 2. Maybe more literature based concepts to elaborate / illustrate your inferred application of “Meta discipline” definition

  11. What are the impact differences of org & system theories on small and large enterprises’ EA development? People & Politics factors Organisation factors Competition factors ICT Mgt factors SDLC Methods SE Methods An approach is to look at the various papers about the influences of organisation and system theories on EA or enterprise systems, and use their underlying concepts as comparison criteria State the differences, validated by logic and/or literature references

  12. Defining Organisational Structure Definitions from ..... and there are others not mentioned

  13. 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

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

  15. Organisational & System Theories have influenced the development of EA Concepts & Practices People & Politics factors Organisation factors Competition factors ICT Mgt factors SDLC Methods SE Methods + Leadership

  16. 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

  17. 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/

  18. Understanding the Interplays of Org Culture & Structure

  19. 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

  20. 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

  21. 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

  22. When organisation culture is operational Influences Influenced by Org becomes operationally tactical , not strategic Makes or Breaks What happens? Structure (Efficacy of chain of command execution) enabled by influences Enables (Efficacy of chain of command execution Culture

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

  24. Organisational & System Theories have influenced the development of EA Concepts & Practices People & Politics factors Organisation factors Competition factors ICT Mgt factors SDLC Methods SE Methods The Parsons/Thompson Model which explains the corporate level, management & technical perspectives of org structures & functional activity foci How Bernard used the Parsons/Thompson Model to structure the EA3 work groupings Leavitt Diamond Org Model

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

  26. What are Standards? Lay Language: is a level of quality attainment that is used as measure, norm or model in comparison evaluations (Standards Australia, 2014)

  27. What are Best Practices? (Technopedia, 2014)

  28. 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

  29. EA Management Program Processes Example: The Open Group Architecture Framework Standard (TOGAF) EA Processes BUT What do the Actual Architecture Models Look Like? Eg using ITIL to frame ICT methods & artefacts Eg using UML notations for modelling artefacts

  30. EA (analysis & design) Models What to They Look Like? Multimedia Specs Visual Specs Text Specs

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

  32. EA (analysis & design) Models What to They Look Like? Rich Pictures Use standards like UML Notations

  33. 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 • * Are: • Portfolios • Programs • Projects Applies to all ICT org. projects*

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

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

  36. 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.

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

  38. 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)

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

  40. 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

More Related