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,

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. State the differences, validated by logic and/or literature references
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
Influencing Factors’ Comparison
SME
Large Enterprises
Identify what people factors you can compare
Identify what org factors you can compare
Identify what competition factors you can compare
Identify what ICT Mgt factors you can compare
Identity what SDLC , SE and other ICT dev competencies you can compare
Example of literature reference that helps you to identify some of the comparison factors - You can also use Leavitt Diamond and Parsons/Thompson models to identify the comparison factors.
Some initial ideas can be found from:
Try key search words like “Small and large organisation differences in Enterprise Architecture”, etc.
These references are not quality academic evidence, however you can use them to identify the comparison factors and write up the differences using common sense logic that creates readability creditability in your claims of differences.
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
Gives deeper understand about the components in this model
People
Leadership & Culture
Any changes in one will affect the Other

14. Types of Organisation Structures
Bottom Up
Top Down
Extended concepts
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. Strategy thinking Styles Problem Solving Styles
What is Culture ?
Strategy thinking Styles
Communication
Styles
Problem Solving Styles
Management Styles
Leadership Styles
Another way of looking at Culture, useful in analysing the case study.
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

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
Leaders set vision and work with others to define objectives and strategies
The agreed Business Strategies will influence the design of organisation structure, ie the chain of command of people to achieve the strategies
With the right culture, the right attitudes and behaviours will set in to execute the chain of command efficiently and effectively
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. Standards EA management Processes EA Models EA in Corporate Governance
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
Eg Zackman 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 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?
Every 21st century large institution has a corporate governance framework, who every person (from Board to the janitor) is obliged to comply with in behaviour, decision making and action taking.
CG functions include:
checking compliance to CG components;
integrating CG in strategy work;
overseeing executives behaviours and decision making and
Incorporation CG principles into strategy implementation and day to day policies.

35. Break into Groups and Develop and Present Answers to Allocated Q
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. Break up into Groups Conceptualise the key conversations What is
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?
Students need to understand what is the problem at hand, then figure out whether EA is value adding to the problem solving.
ICT systems are used for both strategic and operational purposes.
Kate’s proposal is improving current production and building new capacity to compete. But is her proposal aligned to the organisation’s strategy plans?
Jim/Sam’s proposal is operational, aims to improve cost management capacity. CFO are also money tight, they rather buy proven and cheaper solutions.
The dilemma is Rob and Gerald have a hard time to figure what to decide.
The company is new to EA, and Sam, where knows something about EA, he is young and may not have the hardcore experience to know what are EA adoption pitfalls, especially setup risks which may turn into an expensive overhead with no visible benefiting outcomes to the business.
Without EA – the “as is” current situation. Leadership has no ability to generate clear and consistent views of the enterprise on an on-going basis. This problem Danforth Manufacturing is facing will repeat in the future when their legacy systems need replacing. Without an EA capability, they can’t effectively compare business units and decision making will always be influenced by line managers, program or system owner levels. Duplication and waste will always be operating problems when ICT systems are fragmented and not totally integrated , which will also negatively affect the efficiency and effectiveness of business functions, service provisioning and project work.
With EA, all these problems will be mitigated, hence not repeated in the future. It also gives the enterprise the capacity to perform ongoing controlled adaptation and optimisation to internal (eg improvements) and external (eg business) changes. EA can also help the enterprise to better evaluate M&A opportunities as they have the capacity to identify and clarify the target organisation’s capabilities, assets, culture, etc.
Some useful additional reading
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
Let students figure case study's key conversations

40. What is DMC organisation culture?
Lily Jefferson
System Analyst
EA will align each current & future departments, increase cost savings into the future, BUT will cost additionally $121,600 & 2 months
Vince
The Albright
Architect 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? 1
What is DMC organisation culture?
Infer DMC’s Strategic Goals
Eg New Custom Order Line of Business for Next Year
What is wrong?
Some answers:
Merits:
Gives overview of Kate & Jim’s system requirements and how they can integrate and operate as one
Experts in EA team – less learning risks and costs in setting up
Got buy-in from key stakeholders to setup a EA program in DMC
Sam is still taking a system-level perspective in conducting EA
He is creating his own EA department, as every-time a new department emerges, his EA team is needed
His quote only covers setup cost, what about on-going enhancement/maintenance/update costs
DMC has no strategic direction – the future evolves with no strategic planning
CEO is also operational in his thinking about cost savings and scalability of current & future IS in DMC
He didn’t even address the organisation structure of DMC, which will give him better insights into DMC strategic positioning and foci, rather than just deciphering from Kate & Jim’s department requirements
Sam didnt mention any thing about business processes, services, etc and also did not explain the EA methodology he is taking
His EA recommendation does not resolve Rob’s decision making problem.
Conclusion:
The culture of the organisation is one that is operational minded and strategic thinking is limited to priority on cost savings.
Sam’s EA approach does not give a clear framework of how DMC’s strategies integrate into its business units and information systems. 2
Can you describe DMC organisation structure?
Analyse Kate & Jim’s System Requirements
Sales & Production
Department
Finance
Department