1. Structure & Culture Concepts

2. Break into Groups Summarize the Lecture along the lines of: 1.What concepts were presented? 2.Why these concepts were presented? 3.How can the concepts to used in EA work?

3. Tutorial Agenda Deeper Understanding of 1.EA as a Complex System Model 2.Defining Structure 3.Types of organisation structures 4.Definingculture 5.Interplay between structure & culture 6.Clarifying the difference between Organisation & Enterprise 7.EA Toolkits EA standards EA Management processes EA Models EA in Corporate Governance 8.Tutorial Questions 9.Case Study

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

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

6. Explore 2 EA Components today 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/ Example: Part of ANZ Bank’s Org Structure

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

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

9. Types of Organisation Structures Bottom Up Top Down NetworkCollaborative

10. What is Culture ? Family, education, belief & expectation systems, experiences.....  People attitudes in different situations  Shape behaviours at home/work/etc  Situation Outcomes

11. Understanding the Interplays of Culture & Structure

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

13. Structure & Culture Interplay 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 NetworkCollaborative

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

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

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

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

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

19. EA Standards Process StandardsModelling Standards MethodsSpec-Formats Proprietary or Community Shared Standards Eg Zackman EA, TOGAF, etc At Different EA Perspectives Digitalised as ICT enabled EA modelling Tools eg IBM’s Rational Rose, MS Visio

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

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

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

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

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

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

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

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

28. Case Study Break up into Groups (1)Conceptualise the key conversations (2)What is

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

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

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