Enterprise Directions

1. Enterprise Directions Motivation Diagrams

2. Metamodel of Motivational Concepts

3. Concepts Legenda 1/2 Notation Definition The role of an individual, team, or organization (or classes thereof) that represents their interests in, or concerns relative to, the outcome of the architecture. Something that creates, motivates, and fuels the change in an organization. The outcome of some analysis of some driver. An end state that a stakeholder intends to achieve.

4. Concepts Legenda (2/2) Notation Definition A statement of need that must be realized by a system. A restriction on the way in which a system is realized. A normative property of all systems in a given context, or the way in which they are realized.

5. Relationships Legenda Relationship Intention Notation Aggregation models that some Aggregation intentional element is divided into multiple intentional elements. Realization models that some end is Realization realized by some means. Influence models that some motivational element has a positive Influence or negative influence on the realization of another motivational element.

6. Enterprise Directions Context Management Product Domain Domain Improve the Implement an EA Reduce Excell in the Management Development Design Process Costs Effective Invest in Systems Improve Development QFD Deployment Governance Personnel Quality Leadership Value for Improve Shareholders Production Quality Domain Total Quality Customer Focus Market Domain Become Raise Industry Marketing Driven Rank Improve Improve Purchasing Operations

7. Management Improvement Innovation Regulatory Corporate Culture Deteriorating Core Compliance Union Relations Competence Focus Improve the Your Company Management Best in Class Improve Operational Know ledge Leadership Community Business HR Strategy Management Efficiency Based System Building Aw areness Modeling Processes Sales Business F&A Productivity Increase Improvement Planning Improvement

8. Management Processes High Level Improve Knowledge & Planning Management Research Processes Management Line of Business Process Planning Mangement Stakeholder & External Security Relations Mgmt Planning Enterprise Effectiveness Mgt Corporate Strategy Resource Development & Management Product & Infrastructure Lifecycle Strategy Management Implementation

9. Enterprise Effectiveness Management Environmental Influences Government Economy Culture - interest rates - Regulations - demand - Group Actions - prices Enterprise Effectiveness Mgt Shareholders Investments Banks Company Company Earnings Capital Resources Products Needs Customers Labor Agencies Talent Segment A Orders - Materials - Equipment Segment B Suppliers Services - Software Invoices Segment C Payments Research Labs Technology Returns Segment D Refunds Competition Competition Competition Resources Products

11. Organizational Intelligence Organizational Intelligence Service Sense-Making Information Decision & Gathering Policy Knowledge Deployment Knowledge Learning & & Memory Developme nt Communication & Collaboration

13. Sales Improvement Sales Improvement Emerging Markets Better Forecasting Improve Sales Effective Distribution Processes Additional Sales

14. Sales & Distribution Sales Direct Sales Channel Price Managing Sales Back eCommerce Services Managing Office Services Prospects Quotation Sales Order Sales Contract Managing Managing Managing Managing

15. Sales Improvement Sales Improvement Emerging Markets Better Forecasting Improve Sales Effective Distribution Processes Additional Sales

16. Sales Growth Prism Sales Productivity Facet Grow Revenues Increase Sales Efficiency Customer Revenues Facet Add/Retain High Increase Value Customers Revenue per Customer Sales Processes Facet Increase Pipeline Customer Better Benefit Forecasting Introduce Sales Process Sales Learning Facet Optimize Reward Lead Improve Employee Skills Generation Commision Payouts Improve Communication

18. Business Planning Changing Tight Budget Business World Business Planning Improve Business Transform Business Process Accurate Planning Make Accurate Processes Reengineering Decisions Discover Waste / Avoid Inefficiencies Misunderstandings

20. F&A Improvement Context Economy Funding Turmoil Increas e Improve Financial Improve Cost F&A Net Profit Processes Control Process Improvement Assets ROI ABM - ABC Im provem ent Improve Capital Expenditure Process Improve Costs / Currency Managem ent Project Profits Ratio Improve Assets Management Process Elim inate Duplicate Contractor Paym ents Improve Budgeting Define New Process Financial Proces ses

21. F&A Mission - Prism Systems Integration Theme Cost Control Theme Leverage / Innovate Theme Financials Fa cet Requirem ents = Im prove Funding Generate Accountabili ty Investm ent Funding Control & Reduce Increase Funding Program Costs for Program Customers Facet Produce Clean Report Financial & M axim ize Im pact of M axim ize use of Develop Budget Audi t Positi ons Non-financi al Expenditures Assets Requests Internal Processes Fa cet Provide M gm t Em bed Cost Culture Inform ati on Im plem ent Current Initi artives Integrate Requirem ents Develop Full Costs by Im prove Outcom e Program M easures Learning & Growth Fa cet Partner for Develop a Cost Learn Busi ness Im prove Economi c Requirem ents Anal ysi s Processes Culture Processes

22. F&A Improvement Context Economy Funding Turmoil Increas e Improve Financial Improve Cost F&A Net Profit Processes Control Process Improvement Assets ROI ABM - ABC Im provem ent Improve Capital Expenditure Process Improve Costs / Currency Managem ent Project Profits Ratio Improve Assets Management Process Elim inate Duplicate Contractor Paym ents Improve Budgeting Define New Process Financial Proces ses

23. Costs / Profits Ratio Monitor No Budget Cuts Assets Usage Stock Improve Costs / Cost Reduction Clearance Profits Ratio Campaign Monitor Performance Shareholders Satisfaction

24. F&A Improvement Context Economy Funding Turmoil Increase Improve Financial Improve Cost F&A Net Profit Processes Control Process Improvement Assets ROI ABM - ABC Improvement Improve Capital Expenditure Process Improve Costs / Currency Profits Ratio Management Project Improve Assets Management Process Eliminate Duplicate Contractor Payments Improve Budgeting Define New Process Financial Processes

25. Financial Processes Financial Assets Capital Operations Dealers Suppliers Strategy Setting Management Expenditure Back Office Accountancy Accountancy Authorization Financial Management Management Define New Financial Processes Financial Financial Enterprise Risk General Ledger Management Planning Management Mgmt Corporate Treasury Cost Control Budgeting Customers Finance and Management Accountancy Control Management

27. Enterprise Architecture Continuously Data Must Be M inimize the Define the Facilitate Reflect the Projects Last Standardized T echnical Change Collected From Burden of Data Scope Change Strategic Plan Few Years Business Diversity Experts Collection Processes Implement an EA + + + + + + Build a Baseline Cost Saving Business Enterprise Business Enterprise Enterprise Operations & Architecture Efficiency Restructuring Realignment Consolidation Expansion Customer Focus Build a T arget Architecure Continuous Improvement Related Process Notional EA Organization Develop a Sequencing Plan T otal Participation Publish an Approved EA Enterprise Drivers

28. Enterprise Architecture Process PRM Obtain Establish Executive Buy- Management in and Support Structure and Step 1 Control Step 2 Maintain the Define an Enterprise Architecture Architecture Process and Approach Step 8 Step 3 Oversee the EA Program Develop Use the Baseline Enterprise Enterprise Architecture Architecture Step 4 Step 7 Develop the Develop Target Sequencing Enterprise Plan Architecture Step 6 Step 5 (The decomposition of this task is the same as for Baseline Architecture)

30. Notional EA Organization CEO Capital Investment Council (CIC) Business Line Org anization Staff IT Evaluator Org anization IT Line Business Unit Subject Matter IT Risk Technical Managers Experts Manager Review Committee CIO SME TRC EA Quality EA Executive Assurance Steering Committee (QA) Senior IT Representativ Configuration es Manager CEO Deputy CFO Enterprise Architecture Core Configuration Senior Business and Division / Senior Control Board Technical Senior Team Architectural Business Budget Procurement Representatives Domain Consultants Unit Heads Official EACT CCB Owners Senior Technical Business Architecture Writer Architect Consultants Chief Architect Systems Architect Security Data Architect Architect Infrastructure Architect

32. Enterprise Drivers Enterprise Drivers Plants & Facilities Sales & Marketing Development Product Related HR Related Drivers Management Customers Financial Drivers Economical Drivers Politics & Other Drivers Drivers Drivers Related Drivers Drivers Related Drivers Related Drivers Legislation Drivers Infrastructures Distribution is Development Disalignment Deteriorating Communication Crummy Bank Interests Foreign Affairs Legislation with Adverse are Expensive Inefficient Cost too High with Market Union Relations is poor Assistance Adverse Impact Demographic Expectations Changes Facilities are Image Decline ECOs Rate too Poor Product Employee Decisions are Customer Impending Costly Standards Obsolete high Quality Demotivation Lengthy Complaints Economic Regulatory Downturn Requirements Plants are Sales Shrinkage High Relative Product Incentives are Departemental Customers are Public Environmental Obsolete Costs Complexity Conflicting Barriers Unloyal Infrastructure Awareness Slow Market Information is Products are Lack of Skills Falling behind Delivery Delays Growth not Reused not Competitive in R&D Substitute Products Lead Time too Product Line Little Follow up Long too Narrow Managerial Criteria are Talent Missing Bargaining Manual Design Information is Sub-par Power Segregated Profitability Competition Next-Release Weak Marketing No clear Syndrom Skills Strategic Directions Changing Buyer Slow Ownership Needs Development Lacking Resistance to Change

34. Effective Governance Continual Time-To- Assets Unions Improve Increase Productivi ty Defi ne Operations Improvemen Market Exploitation Sati sfaction Customer Customer Increase Sales Focus Control t Reduction Operations Revenues + + + + + + + + + Effective Governance Deploy Programs / Process Business Roles / Strategy Business / IT Governance and Proj ects Improvement Modeli ng Authority Sharing Alignment Control Tools Monitoring Clarification

36. Invest in Systems Information Technology Overload Invest in Systems Deploy IT Improve Evolve from Data Business / IT Technologies Systems to Wisdom Alignment Development Requirements Define IT IT Complaint Mgt Tools Processes Tracking CAE Assure Data Collaboration Access Improve WMS Tools Requirements Work Flow Navigation Fulfillment

37. IT Processes Define IT Processes IT Risk Mgmt IT Develop and Provide IT Information IT Lifecycle / System IT Security and Mitigation Infrastructure Operate IT User Support Management Change Maintenance Management Systems Management

39. Personnel Quality Improve Nature of Work Personnel Quality Management Human Capital Affiliation Sense Style Special Know ledge Enhancement Training Increase People Employee Involvement Industry Motivation Know ledge Leadership Improve HR Attract & Retain Employee Strategy Sharing Processes Best People Committment Little Job Enrichment Netw ork Managerial Sharing Talent Employee Role/Authority Demotivation Information Clarification Sharing Incentives Employee Rotation High Skill Level are Conflicting Team Building People Education

40. Improve HR Processes Improve HR Processes Employee Payroll Monitoring HR Management Involvement

42. Value for Shareholders Prism Revenue Growth Facet Grow Rev enues Operating Improv ements New Sources of Increase Lower Costs High Utilization of Rev enues Customer Assets Prof itability Customers Care Acquire More Satisf y Customers Retain Customers Customer Serv ice Customers Facet Increase Market Customers Share Relations Leader in Pricing Time-To-Market Improv e Quality Enhance Image Enhance Reputation Customer Processes Improv e Improv e Facet Operational Operational Ef f iciency Ef f ectiv ness Reduce Operating Expand Reduce Non Core Fast Deliv ery Ef f ectiv e Serv ice Optimal Cost Resources Costs knowledge Activ ities Utilization distribution Learning and Growth Outstanding Facet Leadership Training on best Database network on Re-align organization practices in cost operational with core competencies management perf ormance High Skill Level Employ ee Satisf action

44. Production Excellence Productivity Time To Market Poor Product Delivery Lead Time too Quality Delays Long Manufaturing Optimize Planning Production Mix Automation Improve Production Manufacturing Quality Control Engineering Automation Versatile Optimize Manufaturing Production Process Capacity W IP Reduction Saturation Inventory Production Costs Process Plans Lead Time Plant Reduction Reduction Improvement Reduction Improvement

45. Production Processes Production & Manufacturing Materials Strategy Setting Planning Make Products Manufacturing Improve Oversight Production Processes Assemble / Subcontracting Package Products Make or Buy Plant Inventory Planning Management Manufacturing Materials Procurement

47. Marketing Orientation Customer Focus Become Marketing Market Group Driven Leasdership Global Market Analysis Improve Marketing Campaigns Play the Product Mix Profitable Growth Enhance Distribution Major Accounts Mgt

48. Marketing Campaigns IT Platform Com petitors Prom otions Strong Lack of Res eller High Churn Support Incentives / Incentives Ideas Vis ibility Unloyalty Im prove Marketing Cam paigns Autom ate Decline Rate Rise Effect Res ellers Leverage Cam paign of of Marketing Cam paigns Multichannels Selection Uns us cribing Process

50. Industry Rank Raise Industry Rank Improve Broaden Expand the Do Market Market Share Marketing Brand Appeal Market Research Increase Develop Additional New Products Grow Revenues Sales < by 13% > Acquire More Create new Ads Customers and Promotion Grow NIAT Campaigns < by 14% > New markets penetration Retrain Dealers Reduce D/E Enhance Image Ratio < below 2.0 > Push Flagship Products Get New Customers

51. Improve Marketing Com petition Market Dynam ics Lifestyle New m arkets Im prove Agility penetration Marketing Enhance Image Speed Perceived Value Market Increase Define New Develop Understanding Marketing Marketing Processes Projects Get New Groups of Cus tom ers Interest Key Custom ers Corporate Im age Increase Marketing Market Effectiveness Saturation Brand Reputation Cus tom ers Relations Com petitive Edge Forecas ting Capability Im provem ent Caliber of Managem ent

52. Marketing Processes Product Matching Marketing Development & Effectiveness Category / Marketing Brand Strategy Campaigns Define New Brand P&L Marketing Processes Programs Management Management Market Manage Research & Product Analysis Inventory Consumer Matching Services Supply and Demand

54. Development Cost Reduction Reduce Development Costs New Employee Prototypes Cost Documentation Changes Information Supplies Cost Reduction Mass Reduction Access & Reduction Reduction Reduction Distribution

56. Design Excellence Excell in the Design Process Design Costs Design Time Increase Product Product Quality Lyfe Cycle Reduction Reduction Low er Empow ered No Last-minute Design Voice of the Innovation Costs Conceptual Change Requests Process Customer Design Metrics Low er Change Fast Draw ings & Multi- Requests Rate Documentation Disciplinary Teams Few Physical QFD Prototypes Easy Information Deployment Retrieval Design Methodologies Efficient Information Flow

58. Development Leadership Developm ent Leadership Improve Product Optim ize Design Product Portfolio Product Quality Acquire More Cost Effectiveness Developm ent + Customers Innovation Product (Prism) Additional Reliability + Sales Virtual Modeling Model Driven Design Product Functionality Cost / Perform ance Feature Bas ed Tradeoff Design Product Durability Parametric Design His torical Data Reuse Product Conform ity Virtual Simultaneous Prototyping Engineering Product Sim ulation Rapid Modular Design Prototypes Dis tributed Global Design Developm ent Optim ization Simulation Based End-to-End Traceability Acquisition

59. Improve Product Design Partnering with Customer First Innovation Quality Open Change Culture Customers Vocation Orientation Communications Assure Data Information Access Sharing Standardize Time-To- Components Market Improve Product Design QFD Design Deployment Methodologies Customer CAD Diffusion Reqm'ts Fulfillment Monitor PLM Development Deployment Processes Cope with Product Change Product Control Complexity Commoditization Product Line Slow High Relative Product Short Product too Narrow Development Costs Complexity Life Span

60. Product Change No Corrective Actions Instant Products Single Overview Quality Database Manage Improve Product Product Data Change Reduce Minimize Data Fast Carrying Costs Storing Search Manage Collaborative Standards Manage the Define Complexity Design Usage Change Process Process Objectives Define Product Requirements Synchronize BOMs Consider All Configurations

61. Engineering Changes Designer CM Specialist M ulti Functional Team CRB CIB Generate CI Confi gurati on Im pact ECR Identi fi cati on Checking Eval uation ECR ECN Baseli ne Creati on & Rel ease Rej ecti on or Rej ecti on Note Postponem e Create a nt of ECR Change Pl an DFM EA Product Baseli ne Servi ce Structure CIB Eval uation Change Val i date and Eval uate the Execution Spl i t Order Size of Change Create a Change Deri vati on sm all Order Rel ease Versi on & History change New Rel ease Docum ents M gm t Fast T rack ECO Servi ce Answer to User Info Del i very M easurem ent Report to Stakehol der

62. Development Leadership Developm ent Leadership Improve Product Optim ize Design Product Portfolio Product Quality Acquire More Cost Effectiveness Developm ent + Customers Innovation Product (Prism) Additional Reliability + Sales Virtual Modeling Model Driven Design Product Functionality Cost / Perform ance Feature Bas ed Tradeoff Design Product Durability Parametric Design His torical Data Reuse Product Conform ity Virtual Simultaneous Prototyping Engineering Product Sim ulation Rapid Modular Design Prototypes Dis tributed Global Design Developm ent Optim ization Simulation Based End-to-End Traceability Acquisition

63. Product Innovation Prism Financial Strength Facet Maximize the Return on Equity Reduce Cost / Grow Revenues Revenue Ratio ArchiMate_Inf luence_32 Customer Health Facet Revenues from Satisfy Customers Promote Customers Customer Purchases Design Processes Facet Creativity in Product Design Product Product Functionality Acceptance People Readiness Facet Designers Motivation Design Tools Development Deployment Designers Incentives to Leadership Competence Designers

65. QFD Deployment Prof it Production Dev elopment Market Products Increase Increase Costs Process Opportunities Perf ormance Market Share Reduction Improv ement Exploitation Requirements Improv e QFD Complexity Processes QFD Deploy ment Customer Reqm'ts Fulf illment Dev elopment Additional Sales Products Production Early Products Additional Products Costs Quality Process Av ailability Av ailability Reduction Improv ement

66. QFD Processes Improve QFD Processes Customer Define Functional Customer HoQ 1 Management Requirements Requirements Requirements Analysis Elicitation

68. Quality Assurance Total Quality Zero Defects Regulations Assure Product Reduce Reactive Process Deploy a Quality Conform ity Quality Quality Orientation System (Reactive Quality) (Preventive Quality) Product Process QS Conform ity Monitoring Development Product QS Certification Process Certification Standardization QS Training Systematic Measurements QS Globalization Benchmarking

69. Quality Mangement System Quality System Service Develop QS Certify QS Deploy QS QS QS Procedures Documentation

71. Customers First Define New Customer Marketing Sales Customer Deploy a CRM Monitor Customer Care Requirements Requirements Assistance System Customer Processes Requirements Processes Key Customers Involvement Customer Focus Follow the Customer Focus Drivers product sold in all its lyfe cicle Customer Value for Increase Increase Add/Retain Better Improve Focus on Choices Control Customers Revenue Pipeline High Value Forecasting Communication Customer per Customer Customers Processes

72. Customer Processes Assessing Project Understand Define Customer Spare Parts Customer Purchasing Monitoring Customer Customer QoS/SLA Inventory Mgmt Directory Mgmt Satisfaction Needs Contact Management Policies Define New Customer Processes Installlations Customer Customer Customer Project Customer CMS Data Track and Relationship Relation Support Planning Relationship Maintain Report Strategies Management Planning Prospect Result

74. Customer Assistance No secretary filtering Improve Customer Assistance Help Desk Quick Replies to Customer Complaints On-site Support Maintenance Effectiveness On-line Customers Training Assistance Maintenance Specialization Efficiency

76. Special Customer Processes Customer Account Servicing Monitor Customer Processes Customer Account Returns Mgmt Management

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Enterprise Directions