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Design Sense - thoughts
What makes sense, thinking on all other categories
Living ICT, can feel:
(I) - strictly controlled
(II) - luxurieus settled friendly
(III) - feel abandoned, lonely
(IV) - beautiful, full of uncertainty
Too fast .. previous
| Reference || Topic || Squad |
| Intro ||Thinktank, brainstorm. ||01.01 |
| strtgy-mind ||Strategic Alignment, mindmap model. ||02.01 |
| frm-content ||Framing the content on this site. ||03.01 |
| EA-ref-I ||Enterprise Architecture (I). ||04.01 |
| EA-ref-II ||Enterprise Architecture (II). ||05.01 |
| align-EA ||Alignment in Architecture. ||06.01 |
| ||Following steps ||06.02 |
- 2019 week 20
- Aligning up with the AIM model added.
- 2019 week 18
- Made references and cites to management theory.
- The Enterprise Architecture, EA, getting some hands on that elephant.
I started by trying to understand the logic in the business process (BPM), seeing the core business systems (SDLC).
Improving those core business systems requires to understand those (BIAnl) edding measurements (Data).
Having data you must know what the meaning of data is (Meta) and how to interpret those (Math).
This all based on practical experiences doing work on projects. Abstracting on what is done and what has happened (bottom up). >
When structring all this mad a mindmap for the content. Retrieving the concects often mentioned seeing the nice fit.
The difference is that those concepts were forced top down with the message how to communicate between departments not what kind of activities to do.
I am trying structuring desing of activities but left away how to communicate.
Strategic Alignment, mindmap model.
There is a logical sequential order for the chapters. I started with the classic quadrant (SAM): Business * Information Technology (Henderson Venkatran).
There are three viewpoints for the processes. Result is a mindmap. Unmodified it is at the content.
A mofified picture added nine squares.
Business - Technology (SAM):
The SAM was enhanced to SAME. That is the same as the AIM model (R.Maes).
Those nine squares of SAME is thes modficiation done in the mindmap. It fits nicely over the orignal quadrants.
Business - Organization:
- BPM - Business processes. What is going on.
- SDLC - Life Cycle of the processes. How to change.
- BIANL - Analytics, intelligence. What to change.
- Data - Business information. On what does the business run.
- Meta - How to manage the business information, context.
- Math - Knowledge foundation, for how to build / develop.
Switching between strategy design (what to do) en operations devops (how to do ).
Adding an additonal chapter for overseeing that all, named: "sense".
- Bianl and Data into new vertical looks to be "IM: Information Management".
More clear what is expected, activities got content. (me)
- Middle vertical line "Inspiring" keywords: meaning, interpreting, exploring, innovating, disruptive, welcoming the unexpected.
Excess ➡ chaos. Ideal: inspiring throug ordening. (R.Maes)
- Middle horizontal bar "Informing" keywords: structure, prescribing standardizing, binding, materializing, controling the unexpteced.
Excess ➡ standstill. Ideal: forming through ideas. (R.Maes)
Framing the content on this site.
The detailed sections in each chapters are easily bypassed. It is not according a physical paper story:
- Random acces to chapters is possible by the tabs in the top and bottom.
- All chapters &following steps", clockwise order in the mindmap. The big circle.
- All chapters in a counter-clockwise order.
- Switching between "design" (top) and "devops line" bottom.
- Using the cross switch in the middle, sense, following two smaller circles eiter for Business or Technology.
First Section of each chapter
- A picture intended to some associative feelings.
Similar ones on chapters having similar topics.
- The reversed path, marked: "🔰 too fast".
- "Contents": to the sections in the chapter, links to subpages.
- When applicble a split for combined topic at the subpages (SDLC / Meta).
- "Progress": notes on changes and planned changes as details.
The complete contents, references and status is practical sense.
Connecting topics crossing the circular linear flows.
Links by detailed topics, connected topics in a hierachy have as additional goal:
- In the design line the dependicy should follow:
bpm ➡ sdlc ➡ bianl ➡ data ➡ meta.
- In the devops line the dependicy should follow:
sdlc ⬅ bianl ⬅ data ⬅ meta ⬅ math.
🤔 Thoughts: The ending topics of each line are intentionally missing. Implementations, materializations, cannot follow straight verticals or horizontals, but in zig-zag demand-supply, bended lines.
These missing endpoints in those lines are also there by a logical diagonal flow switch of concern.
I am uncertain on the philosofy, Leaders showing a lot attention for technology is that diagonal.
Intra references (hierachy)
What more is to say ......:
Is used at:
Combined pages as single topic:
(location after contents)
Intra references (free)
Used references ......:
Last section of each chapter
Having the last notes for that chapter, ending a paragraph "Following steps" with:
- A picture to click 👓 on, the next logical chapter.
- For practice:👓 real life or design, the vertical line switch.
A logical order for all chapters:
- Following design topics, going top-down organizational pyramid, left to right.
- Following devops topics, going bottom-up organizational pyramid, right to left.
Enterprise Architecture (I).
Henderson Venkatran (1993 IBM)
The Strategic Alignment Model (see Figure) identifies the need to specify two types of integration between business and Iff domains.
The first, termed strategic integration, is the link between business strategy and Iff strategy reflecting the external components.
More specifically, it deals with the capability of Iff functionality to both shape and support business strategy.
SAME SAM enhanced, AIM R.Maes
Now we have IT4IT. Initially set up by a number of vendors (Accenture, CapGemini, HP, PwC) and some user organizations (Shell a.o.), but then transferred to the Open Group, where it was handled by again some of the global leading consulting organizations and a number of user organizations (read Geoff Harmer’s analysis).
The faces of IT4IT now are Accenture, HP, and of course a few customer organizations to avoid the idea of a commercial interest (Shell, Achmea).
Relationship Management Institute’s BRMBoK™ with the ASL BiSL Foundation’s Business Information Services Library (BiSL®).
The explicit distinction between information and technology emphasizes that the business needs information, and that technology is the enabler.
Information and technology are intimately intertwined, yet each needs to be managed in its own right.
Enterprise Architecture (II).
An infrastructure that provides Boundaryless Information Flow™ has open standard components that provide services in a customer's extended enterprise that:
Combine multiple sources of information
Securely deliver the information whenever and wherever it is needed, in the right context for the people or systems using that information.
a blog about EA
Alignment in Architecture.
Details of a big elephant.
🤔 Enterprise architecture is having al lot of detailed concerns. Like:
- IT governance,
- Proces patterns,
- Life Cycle Management,
- .. etc.
Focussed on a single detailed easily conflicts to reality, the bigger picture.
The generic security with compliance is having my special attention as being one often bypassed and forgotten. It is part of describing data that is: "meta"
SDLC core business - Meta core compliancy.
🤔 Thoughts: The blog of prabasiva has a nice reference for the generic lines SDLC and IT governance, Compliance, Security, Tools.
I got those lines in SDLC and "meta" both a combined series of similar topics.
SAME, AIM model.
The learning loop from "Working Paper 99-03 A Generic Framework for Information Management R. Maes, April 1999"
For a long period, strategists have distanced themselves from operations on the shop floor: "operational effectiveness is not a strategy" (Michael Porter).
The strategic importance of excellent operations has rather recently been (re)discovered in the context of customer-oriented thinking;
it goes together with a reorientation of core capabilities (Hayes, Pisano and Upton, 1996) and with the breakthrough of ERP software packages.
🤔 Thoughts: The AIM model is used by accountancy firms in advices to decrease staff, outsourcing operations capabilities.
These are high level considerations
Starting top down business - organisation is what is all about 👓. (click figure)
For practice:👓 real life, Site contents, external references
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