presentation templatefor EA & BPM

tyuan@gate.sinica.edu.tw[version: 2015-06-14-001][Last updated: 2015-06-14]

High level business model for ASITS

ASITSFunction blackbox deliverablerequirement

Business motivation

Service listService

listService

listEnd-to-end

trigger event

value

組織基本活動三層關係圖Foundation for goals, 7 issues-1

Business layer

Business driver

Business value

Management layer

Operation layer

deliverable

accountabilityrequirement transformation

組織基本活動三層關係圖Foundation for goals, 7 issues-1

Business layer

Business driver

Business value

Management layer

Operation layer

requirement

report to process

deliverablerequirement

transformation

business alignment

process

accountability

accountability

requirement transformation

solution realization process

部分 ASITS 營運趨動力國際公約、契約

政府目標、政策、法規、契約

AS 目標、行政規則、政策、契約

ASITS 主辦業務

政策 行政規則

三層需求

契約

管理、治理報告

業務評估

調整服務

AS campus-wide 執行

IT 系統變更

好的治理增加營運系統的透明度及營運價值Under Control, Jacob Lamm, ISBN: 978-1-4302-1592-9

Business context viewBusiness in Context, David Needle, ISBN: 978-1-84480-613-3

以 The Open Group 的 The Cloud Ecosystem Reference Model 做類比，預視可能的服務關連http://www.opengroup.org/cloud/cloud/cloud_ecosystem_rm/index.htm

我們可能可以如何處理

EA 與 BPM 合作Combining Business Process Management and Enterprise Architecture for Better Business OutcomesClaus T. Jensen, Owen Cline, Martin Owen , ISBN: 978-0738435619

Zachman Framework

enterprise ontology

抽象到實務具體化的轉化過

程http://

www.mel.nist.gov/msid/SSP/standard_landscape/Zachman.html

Integration, 5W1H

Transformation, 觀

點, 具

體化

ISO/IEC 42010:2007 “Systems and software engineering -- Recommended practice for architectural description of software-intensive systems” 前身 IEEE 1471:2000 --- http://www.iso.org/iso/catalogue_detail.htm?csnumber=45991

OMG Business Motivation Model v1.1 Overview引自 OMG BMM manual http://www.omg.org/spec/BMM/

APQC – Process Classification FrameworkThe American Productivity and Quality Center https://www.apqc.org/

範例：組織自動化系統之架構符合營運動機到價值的整體呈現

Oregon State Gov – DAS management map http://

www.oregon.gov/DAS/pages/strategic_business.aspx

基礎經營管理觀念介紹當代組織營運事務非常的繁複及複雜，哪些是目標、哪些是規劃、哪些是規則、哪些是設計藍圖、哪些行為是面對變遷、哪些議題是什麼角色要面對的、哪些事務要持續追蹤、哪些事務是董事會要注意的、哪些是 CxO 要持續注意的、各種標準法規及業務變遷該如何面對、…

瞭解組織的經營管理及治理的原則是非常重要的議題。對於組織營運的規劃設計執行有很大的找對角色責任做對事的好處。尤其是導入企業架構及企業流程管理，以系統性掌握組織營運全貌及系統內各種個體間的因果關係及來龍去脈。

Scenario: New business capabilityHolistic view, system thinking

一個組織所有的活動 (activity) 都是有動機、有目的，是追求價值 (value) 的，活動裡有非常多的決策。決策影響組織的規劃 (planning) 、設計 (design) 、執行 (execution) 、… 呈現在管理 (management) 及治理 (governance) 工作上。遠觀組織的活動，可見到繁複 (complicated) 的人事物的操作，只要組織持續產出產品，就可稱為一個系統。如此系統存在可明確描述 (describable, measurable) 的個體 (entity) 及個體間的關係 (relationship) 。當組織的利害關係人了解 (understanding) 這一切，利害關係人可以掌握組織活動的動機到目的間所有活動的全貌 (holistic view) 及來龍去脈 (business context) 獲得對整個組織的相關營運系統 (operation system) 的透視 (insight) 。當組織外在影響因素變多，內部因應機制隨之變多，整個營運系統的複雜度 (complexity) 變高 ，許多議題及事務變得繁複及複雜 (complicated and complex) 。如何採取有效手段透徹了解組織內外系統性質，使得組織營運得以面對變遷 (change) 的挑戰，使得組織呈現營運機敏性質 (business agility) 仍然能持續產出，成為當代經營管理的重點工作。

基本運作準則• 都從企業營運整體 (holistic) 系統 (system) 觀察• 出發點一定是弄清楚現況 : as-is• 注意 end-to-end 的議題• 遇到任何人事物議題，都用組織基本活動三層關係檢視

EA & BPM

Enterprise Architecture“Enterprise Architecture is a well- defined practice ‐for conducting enterprise analysis, design, planning, and implementation, using a holistic approach at all times, for the successful development and execution of strategy. Enterprise Architecture applies architecture principles and practices to guide organizations through the business, information, process, and technology changes necessary to execute their strategies. These practices utilize the various aspects of an enterprise to identify, motivate, and achieve these changes.” “A Common Perspective on Enterprise Architecture” http://feapo.org/wp-content/uploads/2013/11/AG_Issue9_4-FEAPOcut.pdf

Business Process ManagementBPM is an enterprise-wide, structured approach to providing the products and services that your customer's value most. It is grounded in the premise that you must take a process view of your company in order to understand what products and services your customer values most. By understanding the key business processes your company uses to meet these customer needs, the gap between customer expectations and your ability to perform begins to emerge.http://www.bpminstitute.org/resources/articles/what-bpm-anyway-business-process-management-explained