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Largo Corporate. Becoming a leader Enterprise Architecture Integrations and Migration. Largo Corporate. Looking at the elements of the Largo group we must decide what we need first, the order and the migration effects training, the next step and all the systems that are now in place.
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Largo Corporate Becoming a leader Enterprise Architecture Integrations and Migration
Largo Corporate Looking at the elements of the Largo group we must decide what we need first, the order and the migration effects training, the next step and all the systems that are now in place.
The Plan Looking carefully at what just the basic needs are by combining and adding to one main component we can already save so the first step would be a main IT component that included infrastructure as a core and the training to all that supports it. Next personnel changes would eliminate personnel for each company but add to the Teams1 through 6 to support the whole. We have already increased our bottom line and probably paid for the training period. Let’s move on!
Phase1 MigrationThe Plan As you can see we have eliminated jobs from each company and made one corporate vision and an accountability system. A team like this will be easier to stream line because reporting will be more up to date and revenue flows will be apparent. The people partners and productivity will be transparent so the quality will also increase. Diversity is no longer a conversation because we are now focused on the issues and the people can be praised and appreciated as a unit no matter the color/religion but instead on the integrity of their performance. Productivity will increase as will revenue and a passion that is committed to excellence. Team Leaders will be informed and present in their decisions. Mission for all to follow / There is no “I” in Team Increase Productivity! People are the harness of Vision Leadership Accountability Revenue
The Plan • Migrate the core components Team1, Team 2, Team 3, Team 4, Team 5, Team 6 • Teach the Teams how to use the new system • Manage, test and change to fine tune • Migrate secondary • Step two includes file sharing and capital asset sharing! See how If instead of farming out the service that each company pays for they were more easily ordered/billed to and paid for through one simple internet connection that allowed management to see it on an expense for the day report; there would be little waste for each task and management would have a better understanding of how to address issues, capitalize on trends and they could focus on evaluating the company in real time. Address employee needs in real time and make adjustments that could best benefit both.
Phase 2 MigrationThe Plan This one stop shop gets there graphics and their assets within minutes ordered and reported and reported! No fuss no muss! As you can see this has many of “16 tons what do you get another day older and deeper in debt!” but hopefully we have learned from the era of the train barons that there is strength in numbers and instead of using this as leverage to steal from our workers we can help each other be competitive in a new global market! This is about control and excellence for our global market.
Enterprise Architecture • Corporate governance • Technology governance • IT governance • Architecture governance These are the tools necessary to keep your EA world in order! Let’s talk about their importance.
Governance ? • Focuses on the rights, roles, and equitable treatment of shareholders • Disclosure and transparency and the responsibilities of the board • Ensures: • Sound strategic guidance of the organization • Effective monitoring of management by the board • Board accountability for the company and to the shareholders • Board's responsibilities: • Reviewing and guiding corporate strategy • Setting and monitoring achievement of management's performance objectives I cannot stress enough the power you have to do good but as you know this also mean we have the responsibility to monitor and create guides for what that means. Governance is the difference between abuse and great power to do great things. You, people are the difference!
Governance and you • Supporting this, the OECD considers a traditional view of governance as: "... the system by which business corporations are directed and controlled. The corporate governance structure specifies the distribution of rights and responsibilities among different participants in the corporation - such as the board, managers, shareholders, and other stakeholders - and spells out the rules and procedures for making decisions on corporate affairs. By doing this, it also provides the structure through which the company objectives are set, and the means of attaining those objectives and monitoring performance" [OECD (1999)]. • The Characteristics of Governance • The following characteristics have been adapted from Naidoo (2002) and are positioned here to highlight both the value and necessity for governance as an approach to be adopted within organizations and their dealings with all involved parties: • Discipline • All involved parties will have a commitment to adhere to procedures, processes, and authority structures established by the organization. • Transparency • All actions implemented and their decision support will be available for inspection by authorized organization and provider parties. • Independence • All processes, decision-making, and mechanisms used will be established so as to minimize or avoid potential conflicts of interest. • Accountability • Identifiable groups within the organization - e.g., governance boards who take actions or make decisions - are authorized and accountable for their actions. • Responsibility • Each contracted party is required to act responsibly to the organization and its stakeholders. • Fairness • All decisions taken, processes used, and their implementation will not be allowed to create unfair advantage to any one particular party.
Governance The image above puts a moral an human structure to a subject that often is feared as non-human. The point to governance is that we are in control.
You Must Decide ! The Power of Enterprise Architecture is the strength of the governance and the people that bring their defined skills to the table. There is one more set we have yet to address! The power of the stock holder. Because we have brought the budget into rein we must see the finance department as an integral part of the equation and consider the impact that we have on the whole. Let take a look at the money shall we……..?
The Bottom line Architecture Governance - Key Success Factors It is important to consider the following to ensure a successful approach to architecture governance, and to the effective management of the Architecture Contract: Establishment and operation of best practices for the submission, adoption, re-use, reporting, and retirement of architecture policies, procedures, roles, skills, organizational structures, and support services Establishment of the correct organizational responsibilities and structures to support the architecture governance processes and reporting requirements Integration of tools and processes to facilitate the take-up of the processes, both procedurally and culturally Management of criteria for the control of the architecture governance processes, dispensations, compliance assessments, SLAs, and OLAs Meeting the internal and external requirements for the effectiveness, efficiency, confidentiality, integrity, availability, compliance, and reliability of all architecture governance-related information, services, and processes Elements of an Effective Architecture Governance Strategy Architecture Governance and Corporate Politics There is a similarity between enterprise architecture and architecture in the physical world, in that politics has an important role to play in the acceptance of both architectures. In the real world, it is the dual politics of the environment and commerce, while in the world of enterprise architecture a consideration of corporate politics is critical. An enterprise architecture imposed without appropriate political backing is bound to fail. In order to succeed, the enterprise architecture must reflect the needs of the organization. Enterprise architects, if they are not involved in the development of business strategy, must at least have a fundamental understanding of it and of the prevailing business issues facing the organization. It may even be necessary for them to be involved in the system deployment process and to ultimately own the investment and product selection decisions arising from the implementation of the Technology Architecture. Key Strategic Elements There are three important elements of architecture governance strategy that relate particularly to the acceptance and success of architecture within the enterprise. While relevant and applicable in their own right apart from their role in governance, and therefore described separately, they also from an integral part of any effective architecture governance strategy: A cross-organizational Architecture Board (see Architecture Board) must be established with the backing of top management to oversee the implementation of the IT governance strategy. A comprehensive set of architecture principles (Architecture Principles) should be established, to guide, inform, and support the way in which an organization sets about fulfilling its mission through the use of IT. An Architecture Compliance (see Architecture Compliance) strategy should be adopted - specific measures (more than just a statement of policy) to ensure compliance with the architecture, including Project Impact Assessments, a formal Architecture Compliance review process, and possibly including the involvement of the architecture team in product procurement.
